NOVEMBER/DECEMBER 2022

COOL IN
C O L L A B O R AT E / I N F L U E N C E / E N H A N C E

A CRISIS
The hard-won principles of
crisis management will snuff
out systemic meltdown

COLLABORATE INFLUENCE ENHANCE

Danit quis eum dolup Danit quis eum dolup Danit quis eum dolup
tisti re endias sequat tisti re endias sequat tisti re endias sequat

1 Cover_Nov-Dec 2022_IOSH.indd 1 19/10/2022 15:04

 Transforming
your health and
wellbeing culture
14-15 March 2023 NEC Birmingham

The UK’s leading event for

improving the health, safety,
wellbeing and resilience of
today’s workforce! Join us.

20 CPD conference programmes including:

Safety Behaviour and Culture
Building Resilience
Mental Health
Future of Work
Employment Law
Neurodiversity
Ergonomics
Women’s and Men’s Health

Registration is now open

Scan the QR code to
register and for more details

Use discount code IOSH1

and save up to 15%

www.healthwellbeingwork.co.uk
17 successful years of showcasing innovation and best practice

p02.IOSH_NovDec22.indd 2 18/10/2022 15:58

 WELCOME

Opportunity
knocks
OFFICIAL MAGAZINE OF

The Institution of Occupational Safety

and Health (IOSH) is the world’s leading
professional body for people responsible
for safety and health in the workplace. e are introducing a great rich content written by IOSH’s safety

Published by Redactive Publishing Ltd

9 Dallington Street, London, EC1V 0LN
W opportunity to the world
of OSH this November.
Opportunity starts here is
a new IOSH initiative that promises to
and health experts and partner
organisations, these resources explore
key topics at all four levels of the
framework. Altogether, they amount
EDITOR transform the profession by revitalising its to nearly 430 hours of CPD.
Emma Godfrey members on their professional journeys. And look out for our introduction
emma.godfrey@ioshmagazine.com
Built around a new and enhanced of a new membership grades structure
DEPUTY EDITOR
Sally Hales Blueprint tool, it puts OSH professionals next year. This will be linked to
CONTENT SUB-EDITOR in touch with an amazing new suite of the competency framework and
James Hundleby continuing professional development the tools provided by the new and
D I G I TA L E D I TO R (CPD) resources. These cover a huge improved Blueprint. The structure
Kellie Mundell
kellie.mundell@ioshmagazine.com range of topics, all mapped to the IOSH will be easy to understand and will
DESIGNERS competency framework, and present provide clear routes for progression.
Craig Bowyer, Gary Hill its users with the exciting prospect of Members will be able to design a
PICTURE RESEARCHER making measurable progress in their personalised journey to upgrade
Claire Echavarry
professional development. membership, so that grades reflect
ADVERTISING
Display sales +44 (0) 20 7880 7613
This features a self-assessment tool levels of professional competence.
ioshdisplay@redactive.co.uk that enables users to assess themselves Opportunity starts here introduces
Recruitment sales +44 (0) 20 7880 7662
ioshjobs@redactive.co.uk
against the framework and create their IOSH’s ethical practice in OSH
PRODUCTION
own personal development plan, tracking e-learning and assessment. This will raise
Rachel Young +44 (0) 20 7880 6209 progress against their CPD record. standards for the profession as a whole,
rachel.young@redactive.co.uk
It all builds on the foundations of those but also increase the respect in which
PUBLISHING DIRECTOR
Aaron Nicholls
membership benefits already provided individual members are held. Although
by IOSH, such as the IOSH Career Hub, mandatory for Chartered Members and
Redactive aims to provide authoritative and accurate
information at all times. Its publications are, however, for IOSH Mentoring platform, CPD courses Chartered Fellows, IOSH recommends
guidance only and are not an official information source.

The inclusion of advertisements and inserts within IOSH

and the IOSH Future Leaders Community. all members undertake this training. It’s
magazine and ioshmagazine.com does not constitute an
endorsement of the organisation or its products/services
Online resources for all these initiatives so important OSH is underpinned by
by IOSH or Redactive. All advertisements must adhere to
the British Code of Advertising Practice.
can be found on the IOSH website. strong ethical practice.
All rights reserved. No part of this publication may be Blueprint brings a superb library of So a really exciting set of possibilities
reproduced, stored in a retrieval system or transmitted
in any form or by any means, electronic, mechanical new resources to those on their learning is opening for our members and for the
or otherwise, without the prior written consent of the
publisher and editor. and development journeys. Offering profession. I urge OSH professionals
For changes to your address, please contact IOSH to renew their skills when Blueprint
membership team on membership@iosh.com or
0116 257 3198. launches in November. By doing so,
ISSN 2396-7447 © IOSH 2022
you could help reshape OSH.

IOSH magazine is printed by

SEIZE THE CHANCE TO
ISO 14001 certified printers.

Printed by Warners Midlands

RENEW YOUR SKILLS Nicole Rinaldi
DIRECTOR OF P ROFESSIONA L SERVI C E S, I O S H
plc, The Maltings, Manor Lane,
Bourne, PE10 9PH
AND YOU COULD RESHAPE More detail is already available at

THE WORLD OF OSH iosh.com/opportunity-starts-here

Find out more in this issue on page 66.

IOSH MAGAZINE 3

3 Welcome_Nov-Dec 2022_IOSH.indd 3 24/10/2022 10:21

 NOVEMBER/DECEMBER 2022

Contents SA F E T Y, H E A LT H A N D W E L L B E I N G I N T H E W O R L D OF W O R K

UPDATE
7 NEWS

10 IOSH NEWS

12 NEWS ANALYSIS
After a summer of
heatwaves, we explore
the OSH implications
of the changing climate

16 DID YOU KNOW...?

The silica risks of working
with artificial stone

18 LEGAL

20 PROSECUTIONS

38
WORKING
TOGETHER
How good dialogue
between partner
agencies and
among staff
breeds success

4 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

4-5 Contents_Nov-Dec 2022_IOSH.indd 4 19/10/2022 15:08

 CONTENTS

C O LLA B O R ATE

49
33 BIG DATA
The art of prediction
How the OSH sector can make
use of predictive analytics to
avert potential accidents

43 OPINION
The wider view

22
Online highlights, including the
best podcasts and webinars

I NFLU EN CE
46 LEADERSHIP
Show, don’t tell
Why OSH professionals
need to move away from the
transactional and embrace
transformative models
E N HAN C E
C OV E R FEATUR E
56 SAFETY THEORY Commanding a crisis
Knowing the ropes What OSH professionals
How Sir Edmund Hillary’s need to know about crisis
struggle to summit Everest management, business
can illuminate safety risks continuity and horizon
scanning
62 INCLUSION
Mind the gap
The social model of
disability and why it’s
important in the workplace

49 DRIVER SAFETY 68 ACCREDITATION 70 MEMBER INTERVIEW

Putting the brakes on risk Strengthening Chris Streatfeild
New digital technologies are standards The wind power expert discusses
helping to reduce accidents How IOSH maintains his career and explains the
and make driving safer excellence in qualifications sector’s OSH opportunities

72 FUTURE LEADER
Tristin Morrison

72 74
Why gaining soft skills
alongside technical ones is
crucial to career advancement

TALKING SHOP
Four-day week
COVE R IMAGE: RICHARD G LE ED

Experts share their thoughts on

the OSH benefits of shortening
the standard working week

IOSH MAGAZINE 5

4-5 Contents_Nov-Dec 2022_IOSH.indd 5 19/10/2022 15:08

 Culture change has to come from within. It’s not
something that can be done to you or for you.

Changing a culture involves changing how

people feel about their work.

You have to provide the workplace experience

that will promote the culture you want.

‘Getting Started’ involves de‫ܪ‬ning the culture

you want.

Contact us today for a copy of our ‘Getting

Started’ case study. “The best way to predict the
m. (0044) 0792 191 4099
future, is to create it.”
e. Michael@securushealthandsafety.co.uk Peter Drucker

Havsco developed the first personal Hand Arm Vibration

dosimeter, which measures and records the actual
vibration exposure at the point where the vibrations
enter the hand, when using power tools. No reliance on
inconsistent NBOVGBDUVSFShT data, irrespective of which
tools are used, how they are used or what they are used
for, the HAVSense dosimeter measures real exposure
with no programming or changing data when swapping
between tools. No guesswork, calculations or time
recording, just simple HAV exposure measurements.

Measure personal exposure from tools, tasks, processes

or even products, empowering you with real exposure
data entirely to suit your operations and requirements.

Contact us for a free, no obligation demonstration at

your location.

HAVSco Ltd - 01692 400635 - tech@havsco.co.uk - www.havsco.co.uk

p06.IOSH_NovDec22.indd 6 18/10/2022 15:59

 Update WHAT YOU NEED TO KNOW THIS ISSUE

ILO and Bangladesh business representatives agree to improve OSH P9 | In review: IOSH’s WORK 2022 strategy P10 |
IN THIS
What OSH professionals need to know about climate change P12 | The silica risks of artificial stone P16 | Fast food firm
S E CT I O N wins appeal over ‘excessive’ fire safety fine P18 | Dyson hit with £1.2m fine after worker escapes more serious injury P20

Australia
Companies ‘need strategic approach
2 gets new
code of practice for
1 to managing Long COVID’
Organisations should not simply rely on line
managers to decide how best to manage individual
Long COVID cases, according to the Society of Occupational
psychosocial hazards
The new Safe Work Australia Code of
Practice provides guidance on how to
Medicine. It says firms should find early and appropriate achieve the OSH standards required
interventions, integration and safe rehabilitation to help under the Work Health and Safety
staff return to work following long-term absence. Regulations. It includes detailed
information on how to identify
ioshmagazine.com/covid-strategy
psychosocial hazards, assess and
control the risks, review control
measures, record risk management
processes and outcomes, and conduct
work health and safety investigations.
ioshmagazine.com/
psychosocial-hazards

UK MPs urge government

3 to pilot menopause leave

A new cross-party House of
Commons Women and Equalities
Committee report recommends the
menopause should be made
a protected characteristic.
Employers should have a
duty to make reasonable
adjustments, and the
Equality Act should be
amended so menopause
is treated like pregnancy
and maternity, the report
says. It adds that menopause
leave should be piloted in a
public sector organisation.
ioshmagazine.com/
PHOTOGRAPHY: ISTOCK

menopause-leave

IOSH MAGAZINE 7

7 News_Nov-Dec 2022_IOSH.indd 7 19/10/2022 15:12

 25-27 April 2023, NEC Birmingham UK

DEDICATED
TO IMPROVING
OCCUPATIONAL
Find out more HEALTH & SAFETY
www.healthandsafetyevent.com STANDARDS
Lead Media Partner: Co-located with:

Partners:

p08.IOSH_NovDec22.indd 8 18/10/2022 16:00

 NEWS

6
ISLE OF MAN PASSES FIRST
ASBESTOS EXPOSURE LAW
The Isle of M an has introduced its first asbestos
legislation to limit workplace exposure. The new law means
contractors who plan to remove or work with asbestos
products will have to obtain a licence from the island’s
Department of Environment, F ood and Agriculture before
work begins. They must also notify the island’s authorities
in advance so that a site inspection can be arranged. The
changes bring the island into line with U K law.

ioshmagazine.com/isleofman-asbestos

7
DECLINE IN HSE’S
‘PROACTIVE’
CONSTRUCTION
INSPECTIONS HIGHLIGHTED

4
ILO AND BANGLADESH Freedom of Information requests obtained by
BUSINESS AGREE TO Unite the Union have highlighted the decline
in the GB Health and Safety Executive’s
IMPROVE OSH ‘proactive’ construction inspections. The trade
The International Labour Organiz ation has signed an agreement union’s research found that unannounced
with B angladesh business representatives to improve OSH in 10 inspections of construction sites declined by
sectors. Industries set to have their OSH standards strengthened 31% since 2013-14. Unite said construction
at institutional and enterprise levels include electronic and
remains one of the most hazardous sectors
electrical, food processing, and domestic ready-made garments.
in Great Britain and points to the latest
The agreement was signed with the F ederation of B angladesh
Chambers of Commerce and Industry on 17 August.
statistics, which show that 30 construction
workers died in the workplace in 2021-22.
ioshmagazine.com/ILO-FBCCI
ioshmagazine.com/unite-construction

Standing desks

5 create ‘small
improvements
to wellbeing’
Standing desks contribute to small
8
SINGAPORE DIRECTORS RISK
JAIL OVER OSH FAILURES
Singapore has warned that company
directors face prosecution over health and safety
improvements in workers’ stress
failures, ahead of a public consultation on a new
and wellbeing, a study has found.
Approved Code of Practice (ACoP) on directors’
The randomised controlled trial by
duties. Singapore recorded 31 work-related deaths in
the joint UK-Australian research
the first seven months of 2022, compared with 37 in
team found that those office workers
the whole of 2021.
who use a standing desk alongside
• Read more about Singapore in the next issue.
PHOTOG RAPHY: ALAMY / SHUTTE RSTOCK

other interventions reduced their sitting time by

an hour a day over one year. The measures led to ioshmagazine.com/ACoP-singapore
small improvements in stress, wellbeing and energy
levels at work.

ioshmagazine.com/standing-desks

IOSH MAGAZINE 9

9 News_Nov-Dec 2022_IOSH.indd 9 24/10/2022 09:15

 UPDATE

ST RAT E GY

WORK 2022:
driving change
Launched in 2017, the
WORK 2022 strategy set
out IOSH’s vision to make
the world of work a safer
and healthier place.
Here, we look at its
successes and impacts.
The strategy is underpinned by
three broad pillars, which are to:
• E nhance the OSH profession
by developing its competence,
capability and range of skills ENH AN CE and forms the first part of IOSH’s
wider member grades changes, due
• Collaborate and build strategic
partnerships with like-minded B ecoming to launch in 2023.
organisations, delivering practical
and valuable outcomes for
an awarding EN HAN CE
businesses to succeed organisation
• Strengthen our infl uence and
IOSH became an Ofqual-recognised
Securing
impact globally by empowering
OSH professionals and businesses
awarding organisation, enabling it to the future
develop, deliver, quality-assure and
around the world, and enabling IOSH wanted to ensure the OSH
award its own qualifications as
worldwide sharing of knowledge. profession was attracting new talent
a route to IOSH membership.
and becoming a first-choice career.
IOSH can directly influence
To support this, IOSH launched its
the quality of OSH qualifications
new Student membership category in
offered to learners and the level of
2018. This was followed a year later
ENHANCE competence achieved by qualified
with the launch of the Future Leaders
OSH professionals.
Competency Community, which has grown to
nearly 7500 members.
framework ENH AN CE
IOSH introduced its updated
Opportunity EN HAN CE
competency framework in 2019
following extensive research and
consultation with OSH professionals,
starts here Mentoring
employers and other stakeholders. In late 2022, IOSH launches its The IOSH Mentoring platform was
The refreshed framework reflected refreshed Blueprint tool (see page developed in line with the competency
the changes in workplaces and the 66), an online resource for members framework and helps members
need for OSH professionals to have to self-assess, learn and record their identify gaps in knowledge and link
a broader range of knowledge, skills CPD. This tool enables members to up with a member who can support
and behaviours to drive change. enhance their professional journey them with this.

10 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

10-11 News_Nov-Dec 2022_IOSH.indd 10 19/10/2022 15:15


I N F LU E N C E
CATCH THE WAVE
Social sustainability was one of
the key areas of focus for strategy
delivery. IOSH launched its Catch the
Wave initiative to educate business,
investors, governments and OSH
professionals on how OSH plays a
key role in the delivery of the
United Nations Sustainable
Development Goals.
I N F LU E N C E
FORGING LINKS
IN WEST AFRICA
IOSH worked closely with
the federal government of
Nigeria and the Lagos State
Safety Commission to support
regulation and inspection,
while also signing a memorandum
of understanding with the
C O LLA BO RAT E
Working
with others
Recognising that working with others
was key to having a real impact, IOSH
forged strategic partnerships with
major global organisations, including
the International Labour Organization,
World Health Organization,
International Social Security
Association and many others.
In 2021, IOSH became one of
fewer than 100 civil and professional
PHOTOG RAPHY: ALAMY / G ET TY
organisations accredited by the
Commonwealth, while it joined the
United Nations Global Compact to
reinforce its commitment to building
a sustainable future.
10-11 News_Nov-Dec 2022_IOSH.indd 11
Chartered Institute of Personnel
Management of Nigeria.
IOSH also wanted to enhance the
competency of OSH professionals
in the region by providing content,
events and networking opportunities.
This led to the development and
launch of the West Africa division.
I NF LUEN CE
REFRESHED
APPROACH
TO RESEARCH
IOSH has used its charitable funds to
support two new research projects. The
Institution has recently reopened its
research fund to better understand the
scope, reach and effectiveness of OSH
around the world.
More information is available
at iosh.com/osh-research22
IOSH NEWS
LEADERS’ VIEWS
‘Significant
strides’
Vanessa Harwood-
Whitcher, IOSH
chief executive,
said: ‘We have
made significant
strides throughout
the duration of our
WORK 2022 strategy, as
reflected in our evaluation
report, which will be launched in
the coming weeks.
‘WORK 2022 has helped to raise the
profile of the profession, and we know
that businesses and stakeholders have
increasingly been seeing our members
and IOSH itself as a credible partner in
ensuring that working people are kept
safe and well.
‘A fine example of this was in response
to the COVID-19 pandemic. When this
began in early 2020, we were able to
mobilise support to our members and
businesses, using the great content and
connections developed through WORK
2022. IOSH and the profession as a
whole rose to the challenge and now
businesses recognise the true value of
investing in OSH.’
Dr Peter Bonfield, chair of IOSH’s
Board of Trustees, said: ‘The review
of WORK 2022 has given us very
helpful and informative insights that
demonstrate its positive impacts and
many significant developments for
IOSH and the profession over the past
five years. The review gives a balanced
set of outcomes and suggestions that we
will embrace and build on in our next
strategy, to be published in the new year.
‘We can all now look forward to
driving forward together towards our
vision and mission in 2023 and beyond.’
For more information on IOSH’s
objectives, visit iosh.com
IOSH MAGAZINE 11
19/10/2022 15:15
 UPDATE

he World Cup in Qatar this

T November follows a summer

of soaring temperatures
globally and persistent
concerns about the impact of heat stress.
Ever since its successful bid in 2010 to host
the tournament, Qatar has faced
international scrutiny regarding the
work-related impacts of heat stress among
workers, as well as the under-reporting or
misreporting of worker fatalities.
Last year, Qatar adopted new rules,
supported by the International Labour
Organization (ILO), to provide further
protection to workers from heat stress,
including a ban on working outdoors in
summer during the hottest times of the day
– the hours of which have been extended
from 3.5 to 5.5 this year (ILO, 2021).
Saudi Arabia has followed suit (World
Gulf, 2021). And in March this year, the
International Trade Union Confederation
reported major advances in Qatari labour
reform to extend worker protection beyond
2022 (ITUC, 2022).
Legislative changes from the Qatari
government and ILO regulations regarding
heat are ‘a massive step forward,’ says
Dr Iván Williams Jiménez, IOSH policy
development manager. ‘However, a safe
working temperature regulatory threshold
must continue to be part of a more robust
system that prioritises occupational health
for workers.’

Extreme weather events

Global warming is making heat stress and
extreme weather more prevalent, says Iván.
Beating the
‘We can expect increasing temperatures,
changing precipitation patterns, and
increased occurrence and intensity of
extreme weather events.’
In the past two years, there have been
heat at work
massive bush fires in Australia, wildfires With temperatures soaring and extreme weather
engulfing California, and rising seas, floods
and intensifying cyclones in Bangladesh.
events on the increase, how should business adapt
Recently, in Pakistan, monsoon rains to climate change in the workplace?
caused devastating floods, leaving
millions homeless, while record-breaking
heatwaves, severe drought and deadly WORDS KATHY OXTOBY

12 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

12-15 News Ana_Nov-Dec 2022_IOSH.indd 12 19/10/2022 15:16


rainfall have wreaked havoc in China.
‘OSH must improve and be enforced to
deal with the effects of climate change,
including heat stress,’ says Iván. ‘As a result
we should increasingly see climate-related
issues and risks such as extreme heat being
taken seriously by regulators.’
The EU is introducing changes to
legislation on safe working temperatures,
with countries such as Spain and Germany
already having maximum working
temperature restrictions. EU lawmakers
and governments are being called to
urgently adapt and enforce workplace
temperature limits. And in the US, the
PHOTOG RAPHY: GETT Y
Biden administration committed to a
national heat standard to protect workers
from heat stress (White House, 2021).
12-15 News Ana_Nov-Dec 2022_IOSH.indd 13
NEWS ANALYSIS
IN FIGURES
‘Workers, employers and the public
need to be further educated as heatwaves
The effects of
like the recent one in the UK are likely to climate change
become more frequent,’ says Iván.
The latest data on climate change
highlights its potentially devastating
impact (see The effects of climate change,
250,000
additional deaths
right). Physical risks, such as extreme
per year between
weather events, increasing temperatures 2 03 0 and 2 050, from
and rising sea levels, ‘pose significant malnutrition, malaria
risks to human populations, plants, and heat stress,
animal species and the environment’, are ex pected to
be caused by
says Vicky Sins, decarbonisation and
climate change
energy transformation lead at the World
Benchmarking Alliance. ALMOST
1 /2
Weather extremes are also impacting
on people’s health and safety at work.
Dr Barry Levy, co-editor of the 2015 book
Climate change and public health, and of the global
an adjunct professor of public health at population is now
Tufts University School of Medicine in ex posed to high heat
Massachusetts, says people working in episodes, including
more than one
abnormally high temperatures can die
billion workers
of heat stroke and other heat-related
diseases. ‘People with chronic conditions
such as heart disease and diabetes,
if excessively exposed to heat, are at
increased risk of complications and even
death.’ Global warming is increasing ozone
1/3
of all heat-related
deaths worldwide
concentrations, exacerbating conditions
between 19 9 1 and
such as chronic obstructive pulmonary 2 018 are attributed
disease and asthma (Rice et al, 2014). to climate change
Meanwhile, flooding means people are at
4 in 10
risk of malaria from increased mosquito
breeding and waterborne disease from
contaminated drinking water, says Barry.
Extreme weather events put people at people globally live within
100km ( 6 2 miles) of a shoreline
risk of injury and long-term displacement
and are at risk of flooding if
from their homes, often without access to sea levels continue to rise
food, water and healthcare. Barry says that
these events also affect people’s mental
health, leading to post-traumatic stress
disorder, anxiety and depression. 760,000
hectares of E uropean land were
destroyed by wildfi res from
Workers and climate change J anuary to S eptember 2 02 2
While climate change is affecting most
workers, some sectors are particularly
hard hit (see Climate change: industry
C o per n i cus, 20 22; M et O f f i c e, 2 02 2 ; E b i et al , 2 0 2 1 ;
impacts, overleaf ). ‘Most people in the V i cedo - Ca brera et al , 2 0 2 1 ; W H O, 2 0 1 8
construction industry work outside,
IOSH MAGAZINE 13
24/10/2022 09:16
 UPDATE
Climate change: some industry impacts
Region Industry
Bangladesh Fishing – the country
relies on fisheries
for about 80% of
its national animal
protein intake
Brazil Coffee production
Middle East Construction
UK Fire service
West Africa Agriculture
where heat stress is a recognised
occupational hazard,’ says Nathanael
Challacombe CMIOSH, group health,
safety, quality and environmental manager
at Barnwood Ltd in the UK. ‘The attention
that OSH professionals in the UK
are giving heat stress is growing.’
Farmers are among those workers
at the highest risk of developing skin
cancer because they are exposed to
the sun daily (EU-OSHA, 2021). And
employees who are exposed to hot indoor
work environments such as steel mills,
dry cleaners, manufacturing facilities,
warehouses and other areas lacking air
conditioning are also at risk of climate
14 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
12-15 News Ana_Nov-Dec 2022_IOSH.indd 14
Impacts
An increase in the frequency and
intensity of storms, which are a
direct risk to fishers; exposure
to waves and storm surges;
introduction of pests, disease
and predators via flooding.
Rising or variations in seasonal
temperatures, in which pests
thrive; crop destruction; drought;
rising sea levels, affecting coffee
shipment; higher risks when
working outdoors, such as sun
exposure, exhaustion.
Temperature extremes; changing
Exposure to excessive
seasonality; UV radiation levels; heat and sunlight is
heat stress; longer working days; a particular risk for
construction workers
PPE use unlikely if uncomfortable.
Increase in wildfires, caused
by extreme temperatures and
dry conditions; increased risks
to firefighters.
of the climate health impact research team
Temperature extremes; changing in Nelson, New Zealand.
seasonality; drought; flooding; UV
The poor are the most likely to be
radiation levels; heat stress; kidney
affected by climate change. ‘They are the
disease; vector-borne diseases;
ones who carry out heavy labour in hot
unpredictability of weather;
dependence on seasonal rains. conditions,’ says Tord. ‘The harder the
labour, the more dangerous is the heat.
Casual and migrant workers can also be at
particular risk as [in some countries] OSH
legislation does not apply to them, or is
not implemented, and often nobody keeps
statistics on the impacts on them.’
change-related factors such as extreme ‘Vulnerable disadvantaged workers,
heat exposure or indoor air pollutants, such as seasonal migrant workers, must
the US Environmental Protection Agency be afforded greater OSH protection,’ Iván
warns (EPA, 2016). The growth of the adds. ‘This needs to be extended to more
online platform economy means ‘special effective risk assessments and management
attention also needs to be paid to delivery systems that should consider high-risk
workers’, Iván says. workers and include a gender-sensitive
Meanwhile, emergency workers ‘risk approach to OSH.’
not just their lives but their health,
[their] injuries are often not reported, Helping the vulnerable
and who can be exposed to smoke These sectors could also provide insights
inhalation from wildfires, for example,’ about climate change risks and the
says Tord Kjellstrom, retired professor of necessary preventive measures for workers.
environmental and occupational health, ‘Much information is already available
University of Auckland, New Zealand, and to OSH professionals about the health
Australian National University, and leader risks of climate change and how they can
24/10/2022 09:16

be minimised,’ says Dr Barry Levy. ‘OSH
professionals should be proactive about
sharing this information with employers
and workers, especially highly vulnerable
workers.’ He adds: ‘OSH professionals
have a responsibility to treat workers who
are affected by climate-related health
problems. They also have a responsibility
to raise awareness about and prevent these
problems, and to advocate for policies and
programmes to better protect workers and
the general public.’
OSH professionals can also learn from
countries such as Qatar, Saudi Arabia
and Abu Dhabi, which are experiencing
extreme weather events. ‘It’s about
collaboration with OSH practitioners,
because these are countries whose risk
assessment processes for extremes have
been fully developed, and we can take a
lot of learning about what works well and
what doesn’t,’ says Nathanael.
Iván Williams Jiménez says: ‘This
collective effort is important considering
the major projects that countries such as
PHOTOG RAPHY: ALAMY
Qatar, Saudi Arabia and Abu Dhabi are
embarked on, and how employers are
becoming more aware of the legal and
12-15 News Ana_Nov-Dec 2022_IOSH.indd 15
We can’t wait until
the next heatwave
or flood. The time
for action is now
reputational consequences of workplace
injuries and fatalities.’ From an OSH
perspective, he says, ‘it is important to
not limit the conversation to just heat
exposure. Other factors also need to be
considered, such as humidity, ventilation
and sun protection.’
‘Pivotal element’
IOSH recognises that, as climate-related
issues and risks can threaten business
operations, supply chains, workers,
communities and wider society, sound
OSH will be ‘a pivotal element in achieving
socially and environmentally responsible
business’ (IOSH, 2018).
‘A preventive and protective response
by employers is crucial for tackling this
issue,’ says Iván. ‘Simply put, we need
to see climate change issues within risk
NEWS ANALYSIS
assessments and management approaches.
OSH professionals can be instrumental
in promoting adaptation strategies,
preparedness planning, evaluation, and
control strategies of climate change-related
occupational hazards.’
To protect employees and communities,
‘companies have a responsibility to adapt
to climate change,’ says Vicky Sins. They
could consider ‘strategies for developing
financial, technological and human
capacity for adaptation’. ‘Some of the
capacity-building activities companies can
adopt include research and development
into adaptation, incorporating adaptation
into investment decision-making, and
training employees on climate risks.’
Recognising the impact of climate
change – such as the danger of UV rays
among the construction workforce –
may require a change in culture, says
Nathanael. ‘It is vital we communicate
with employees about the decisions we
are making and why we are making them,
sharing our carbon impacts and goals,
and making it an open conversation.
Leadership needs to listen to employees.’
Iván points out that many of us still see
climate change issues and risks as one-off
incidents outside the scope of existing
OSH standards and frameworks. ‘This
short-sighted approach needs to change
and strategies shift in line with wider
climate change adaptation policies,’ he
says. ‘A joint effort will be needed – from
regulators and public health surveillance
systems, to employers. We will also need
to integrate OSH into long-term planning,
systems and practices.’
‘With climate change exacerbating
people’s existing health problems,
threatening their future health and safety,
OSH professionals need to prioritise
addressing the health impacts of climate
change,’ says Barry.
‘We can’t wait until the next heatwave
or flood. The time for action is now.’
To view the references, visit
ioshmagazine.com/OSH-climate
IOSH MAGAZINE 15
24/10/2022 09:16
 UPDATE

A GROWING PROBLEM
THE POTENTIAL
FOR EXPOSURE
TO RESPIRABLE
CRYSTALLINE SILICA DISEASE
(RCS) AT WORK
REMAINS A
KEY AREA OF
RISKS
CONCERN GLOBALLY
RCS is a hazardous substance found
in high proportions in artificial stone,
and that represents a potential major
Chronic obstructive Silicosis Lung
risk for workers processing it
pulmonary disease cancer
Silicosis is a long-term lung disease caused
by inhaling large amounts of crystalline silica
dust, which appears to be on the rise
… ARE AMONG THE CONDITIONS
Artificial stone is an increasingly
ASSOCIATED WITH RCS
popular material, commonly used to
fabricate kitchen and bathroom worktops

INHALABLE DUST:
PA RT I C L E S THAT CAN BE BREAATHED
I N TO T HE NOSE OR MOUT H
R E S P I RABLE EMISSIONS :
PA RT I C L E S T HAT CAN BE INH ALED
T H R O U G H T HE NOSE OR MO UTH
– A N D T H E N ENTER LUNG TISSSUE

SANDSTONE
AND GRANITE
were among the
19 materials tested,
which also included
marble resin-
89%
R2 resin-artificial stone had the
highest component of crystalline
artificial stones silica when processed during
(R1–R12), sintered testing. The other results were:
artificial stones
(S1–S3) and one R1 67%, sandstone 62%,
defined as ‘ceramic’ granite 7.2%, S1 6.9%

16 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM All statistics come from the BOHS journal Annals of Work Exposure and Health .

P16-17 Infographic_Nov-Dec 2022_IOSH.indd 16 19/10/2022 15:19

 To read the full report, visit: bit.ly/RCS-exposure-report DID YOU KNOW..?

Silicosis and WHICH IS MOST

DANGEROUS TO
STONE WORKERS?

artificial stone
A recent study from the British Occupational Hygiene
Workers are likely to be
exposed to higher concentrations
of dust when cutting compared
with when polishing, for work
of the same duration
But particles produced
when polishing are smaller than
when cutting, with a greater
Society explores the risks of respirable crystalline silica, potential to penetrate deeper
into the alveoli of the lungs

associated with rapidly rising global cases of silicosis.

MORE SILICA
= MORE

8–13%
The concentration SILICA DUST
of respirable For both methods – cutting
emissions as a and polishing – the higher the
percentage of level of silica in the bulk material,
the higher the level of silica
inhalable dust across five test stones (granite, in any dust emissions produced
sandstone, R1, R2 and S1) when cutting when processing the stone
When working with new

16–32%
The stones containing higher levels

CUTTING AND concentration

of respirable
of silica, existing control
measures may need to
adapted and improved
o be
d in order

POLISHING as a percentage of inhalable dust

emissions
to achieve adequate control
o

…. were two across four tests stones (granite,

major ways sandstone, R1 and S1) when polishing
of processing
artificial stone
studied in
the report
POLISHING
CUTTING R1: 37%
Sandstone: 18%
3–6%
Proportions of CRYSTALLINE SILICA detected
in the thoracic and respirable dust emissions
from granite and stone S1. This was
much lower than those of the other three stones when cutting
Granite: 1.9%
S1: 2%
The average percentage of
CRYSTALLINE SILICA in respirable
dust emissions when polishing

69% 71% 55% 5% 3.5%

R1 R2 Sandstone Granite S1
Percentage of CRYSTALLINE SILICA measured in the
respirable health-related size fractions during cutting

IOSH MAGAZINE 17

P16-17 Infographic_Nov-Dec 2022_IOSH.indd 17 19/10/2022 15:19

 UPDATE
CA S E LAW
Appeal success
for food firm over
‘excessive’ fine
Court of Appeal reduces Dub Catering’s £120,000
penalty for firm’s breaches of fire safety law.
food firm has successfully
A appealed against its
sentencing following
prosecution for breaches of
fire safety law. Dub Catering, of Abingdon,
England, pleaded guilty to offences under
the Regulatory Reform (Fire Safety) Order
2005 and the Regulatory Reform Act 2001
and was fined £120,000. It claimed this
punishment was manifestly excessive.
Dub Catering ran a kebab shop in a
building that was about 100 years old.
The ground floor was used as a commercial
kitchen and first-floor rooms were used for
storing cooking oil and takeaway containers.
The second floor had four bedrooms used
by employees for work purposes.
In February 2011, following site meetings,
the local authority submitted a report
mandating fire safety measures to be
included in forthcoming building work
– including fire doors, emergency signs and
lighting on the stairs, and a water sprinkler
system. Company director Mustafa
Dumanli agreed to these measures, and,
on 30 August 2011, a local authority site
inspector approved the finished works.
Annual fire risk assessments were
undertaken by Mr Dumanli, although the
trial judge described them as ‘inadequate’.
The sprinkler system had occasional
malfunctions, causing damage to the
kitchen, and destroying food in November
18 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
18-19 Legal_Nov-Dec 2022_IOSH.indd 18
R
CATE V DUB
RIN
[202 G LTD
2]
2011, and the company and its directors
removed it.
Nine days afterwards, a routine fire
safety inspection was made, and the local
authority served a prohibition notice on
people sleeping on the premises. The
directors quickly undertook £23,000 of
renovation work to make the premises safe,
installing a separate entrance to sleeping
accommodation, and making other fire
safety improvements.
As removing the sprinkler system
rendered staying overnight on the premises inadequate’. Mr Dumanli was given a
risky in the event of fire, the company was six-month custodial sentence, suspended
prosecuted. It pleaded guilty to the charges. for two years.
In sentencing, the original trial judge said On appeal, the judge said that the
there were no specific sentencing guidelines directors had not thought through the
for breaches of fire safety regulations, but consequences of disconnecting the sprinkler
those for health and safety cases provided system. They said it was not unreasonable
a framework for assessing culpability and to categorise the case using words taken
harm, and that risk of harm in a fire safety from the ‘high culpability’ definition as one
case would be at the highest level. of falling ‘far short’ of acceptable standards
Although recognising the directors’ and of ‘serious and/or systemic failure’.
financial situation and good behaviour, the Sentencing guidelines for health and
judge described their approach as ‘woefully safety offences refer to a range of fines
that are appropriate for a company with
Directors had not a turnover of up to £2m. However, the
thought through
company’s turnover was in the lower half
PHOTOG RAPHY: SHUTTE RSTOCK
of that range.
the consequences After considering the appellant’s turnover
of disconnecting the and profit for three years and its early guilty
plea, the judge quashed the original penalty,
sprinkler system substituting it with a fine of £100,000.
19/10/2022 15:20

This sponsored content has been provided by
Cedrec Information Systems, available at cedrec.com
NEW L EGI SL ATI ON, GUI DANC E AN D CON SULTAT ION
MARINE
Minimum training
standards for
seafarers are set
Directive ( EU ) 2 0 2 2 /993 sets
out the minimum level of
training for seafarers. EU
member states must take
necessary measures to ensure
that seafarers operating on
vessels meet the minimum
training req uirements
req uired by the International
Convention on Standards
of Training, Certification
and Watchkeeping for
Seafarers. This directive sets
out req uirements relating to
certificates of competency,
certificate of proficiency
and endorsements.
cedr.ec/8ho
BUILDINGS
Amended regulation
for inspectors
B uilding ( Approved Inspectors
etc) ( Amendment) ( England)
R egulations 2 0 2 2 and
B uilding Safety Act 2 0 2 2
( Conseq uential Amendments)
( Approved Inspectors)
( Wales) R egulations 2 0 2 2
remove the req uirement
for approved inspectors to
declare they have insurance
when submitting an initial
notice, an amendment
notice, a plans certificate
or a final certificate.
cedr.ec/8hq;
cedr.ec/8hr
18-19 Legal_Nov-Dec 2022_IOSH.indd 19
CARRIAGE
Dangerous goods
safety advisers
made mandatory
In 2 0 19, the International
Carriage of Dangerous
G oods R egulations for road
and rail were amended to
req uire consignor companies
to appoint a dangerous
goods safety adviser ( DG SA) .
Consignor-only companies
were previously exempt.
These amendments were
made a legal req uirement
throughout the U K , with
a four-year transitional
period for the changes.
Organisations that have
not appointed a DG SA
must do so by 3 1 December
2 0 2 2 . There are some
exemptions. A DG SA can
be consulted to determine
need within an organisation.
cedr.ec/8i4
BUILDINGS
Consultation on
high-rise leasehold
properties issues
A U K government
consultation into issues in
leaseholder-owned buildings
has decided that leaseholder
protection provisions in
P art 5 of the B uilding Safety
Act 2 0 2 2 will not apply to
leaseholder-owned and
commonhold buildings. This
is because leaseholders, in
their capacity as freeholders,
would still have had to pay to
remedy safety defects in their
buildings. The consultation
sought information on
leaseholder-owned buildings
above 11 metres ( 3 6 ft) or
five storeys with relevant
defects. The findings will
help determine how best to
protect leaseholders in such
buildings from the impact of
building safety defects.
cedr.ec/8ht
EXPLOSIONS
Potentially Explosive
Atmosphere
regulations update
The EU ( Eq uipment and
P rotective Systems Intended
for U se in P otentially
Explosive Atmospheres)
( Amendment) R egulations
2 0 2 2 add provisions for
market surveillance and
compliance for eq uipment
and protective systems for
use in potentially explosive
atmospheres ( known as ATEX )
req uired to be introduced by
R egulation ( EU ) 2 0 19/10 2 0 .
They provide the market
surveillance authority with
the necessary enforcement
powers and set out additional
responsibilities for relevant
economic operators regarding
market surveillance of ATEX
eq uipment placed on the
market within the EU .
cedr.ec/8id
LEGAL
WELFARE
New Sick Leave
Act becomes law
in Ireland
The Sick Leave Act 2 0 2 2 was
signed into law on 2 0 J uly
2 0 2 2 in Ireland. This act:
• P rovides for a scheme
of statutory sick leave
by employers
• Covers the existing gap
caused by illness benefit
waiting days
• Sets a minimum fl oor of
entitlement for employees
who are unable to work
because of illness or injury.
cedr.ec/8ic
BUILDINGS
Safety consultation
over higher-risk
building changes
The U K government ran a
consultation into proposed
changes to the B uilding
R egulations under the
B uilding Safety Act 2 0 2 2 .
N ew req uirements for
higher-risk buildings include
a more stringent regime for
design and construction; a
req uirement to register the
building; the introduction
of a safety case approach
to managing fire and
structural safety during
occupation; duties to engage
residents; and the creation
of a mandatory occurrence
reporting framework.
cedr.ec/8hu
IOSH MAGAZINE 19
19/10/2022 15:21
 UPDATE
MACHINERY
Dyson to pay £1.2m
penalty after worker
escapes being crushed
Technology firm Dyson has been fined
£1.2m after one of its employees was
injured and nearly killed by a 1.5-tonne
milling machine.
Why?
A supervisor and worker were
attempting to move the machine at
a factory in Malmesbury, Wiltshire,
UK, when the machine toppled over,
striking the worker. He suffered rib,
shoulder and head injuries. He would
have been crushed had it not been that
the milling machine landed on a stack
of apprentices’ toolboxes and the handle
of a neighbouring lathe.
How?
The GB Health and Safety Executive
concluded Dyson had failed to provide
20 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
20-21 Prosecutions_Nov-Dec 2022_IOSH.indd 20
suitable and sufficient information,
instruction and training for the workers
who were moving the milling machine.
The supervisor had no risk assessment
training relevant to the task and neither
of the workers had been trained in
the process of moving machinery. The
company had also failed to adequately
assess the task of moving the machine
and devise a safe system of work to
ensure it was completed safely.
What?
At Swindon Magistrates’ Court,
Dyson Technologies pleaded guilty to
breaching section 2(1) of the Health
and Safety at Work Act.
Read more about the incident at
ioshmagazine.com/dyson-injury
CON ST RUCT ION
CIVIL ENGINEERING
FIRM FINED AFTER
CHILD DIES IN PIPE
A boy was found dead on a site
in South Y orkshire, England.
WHAT HAPPENED?
On 2 6 J uly 2 0 16 , seven-year-old
Conley Thompson went missing
from home. Workers on a Howard
Civil Engineering construction site
found him when work restarted
the following day. The boy had
suffocated in a drainage pipe.
THE INVESTIGATION
The construction site was a new-build
housing development next to an
existing housing estate and adjacent
to busy pedestrian paths and roads.
During the investigation, the
safety watchdog found that there
was insufficient fencing in place
to prevent unauthorised access
to the site due to poor planning,
management and monitoring of the
construction site and its perimeter.
THE PROSECUTION
Howard Civil Engineering admitted
to breaching regulation 13 ( 4 ) ( b)
of the Construction ( Design and
M anagement) R egulations and
section 3 ( 1) of the Health and Safety
at Work Act. As well as a £ 6 0 0 ,0 0 0
fine, the company was ordered to
pay costs of £ 4 2 ,95 2 .
PHOTOG RAPHY: ALAMY / HS E
Find out what HSE
inspector Paul Yeadon had
to say about the incident at
ioshmagazine.com/howard-death
24/10/2022 09:17

MINING
£3.6m penalty
after electricians
seriously burned
Two workers suffered serious
burns in separate incidents at
mining firm Cleveland Potash Ltd.
The story
In August 2016, a contract
electrician at Boulby Mine in
Cleveland, UK, (pictured below)
placed a vacuum nozzle into
an electrical chamber which,
unknown to him, was live. The
system gave off 11,000 volts and
the electrician suffered serious
burns. He was airlifted to a
specialist burns unit and placed
in an induced coma for 10 days.
Then, in February 2019,
another electrical contractor
made contact with a live
conductor on a 415-volt electrical
system during electrical testing
works. He also suffered serious
burns and was hospitalised for
six days.
20-21 Prosecutions_Nov-Dec 2022_IOSH.indd 21
PROSECUTIONS
A ROUN D T HE GLOBE
TWO WORKERS
ELECTROCUTED
WHAT? A construction company and a roofing
firm in Australia were prosecuted after a
metal handrail made contact with high-
voltage power lines. The labourer holding
the rail died and the other suffered serious
burns to his legs.
Why it happened
By the end of the investigation, WHO? Investigators found R iverwall
it was found that the owner Constructions P ty Ltd and P erry’s R oofing
had failed in risk management, P ty Ltd failed to comply with their Work
planning of works and providing Health and Safety duty.
warnings about which parts of WHY? M atthew P ress, SafeWork’s executive
the electrical systems the two director of compliance and dispute resolution,
electricians were working on said: ‘This case is a reminder to all businesses
were live. involved in this type of work to identify
haz ards and manage risks to health and safety
The outcome in accordance with the provisions of the Work
Health and Safety Act 2 0 11, Work Health and
At Teesside Crown Court,
Safety R egulation 2 0 17 , and the Codes of
Cleveland Potash Ltd pleaded
P ractice for Construction Work and Work
guilty to breaching section 2(1)
N ear Overhead P ower Lines.’
and two counts of section 3(1)
of the Health and Safety at
Work Act.
In addition to the fine, STAFF EXPOSED
the company was told to pay
£185,000 in prosecution costs.
TO MULTIPLE
MACHINE HAZARDS
Read more about
WHAT? A vehicle parts manufacturer
the investigation at
was placed on OSHA’s ‘severe violator
ioshmagazine.com/cpl-burns
enforcement programme’ in M arch
2 0 2 1 after a worker sustained fatal
injuries. B ut the firm continued to
expose workers to machine haz ards.
WHO? In September 2 0 2 1, OSHA’s
investigation found G eneral Aluminum
had made 3 8 safety breaches at its plant in
R avenna, Ohio, U S. In J une 2 0 2 2 , another
investigation by OSHA found eight safety
breaches at another G eneral Aluminum plant.
WHY? OSHA regional administrator William
Donovan said: ‘This company repeatedly
ignored OSHA and third-party auditor’s
recommendations to improve safety
procedures and training, and immediately
comply with industry and federal safety
standards to demonstrate a commitment
to protect workers.’
IOSH MAGAZINE 21
24/10/2022 09:21
 C OVER STO RY

COMMANDING
A CRISIS Managing, communicating and
tackling disruptions to business are
essential during these tumultuous times.
What role do OSH professionals play?
WORDS BECKY ALLEN AND ANNA SCOTT

W
e are facing a crisis on top of a
crisis,’ the managing director
of the International Monetary
Fund, Kristalina Georgieva, said
in a speech in April 2022 (IMF,
2022). She was talking about
the coronavirus pandemic and
Russia’s invasion of Ukraine,
but ongoing climate change,
global economic challenges
and geopolitical instability give the impression that
crises are a common part of modern life that have a
PHOTOG RAPHY: RICHARD G LEE D
business continuity, resilience and wellbeing in addition
to assessing and controlling risks emerging during the
pandemic (Gold et al, 2021).
Business continuity forms part of IOSH’s competency
framework and emergency response is now embedded
within ISO 45001 and a new draft international
standard: ISO/DIS 45006 Occupational health and
safety management – Guidelines for organizations
on preventing and managing infectious disease.
Expectations for OSH professionals to deal with
external crises appear to be growing.
Critical skills

big impact on employees and workplaces.

The pandemic shone a spotlight on the role OSH ‘OSH professionals play an important role in handling a
professionals play and underlined the value and crisis,’ says Kjell Brataas, senior communications adviser
importance of the OSH mindset. One study has found at the Ministry of Transport in Norway, and author of two
that OSH professionals’ roles expanded to include books on crisis and disaster management. ‘They should

22 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

22-26 Crisis Management_Nov-Dec 2022_IOSH.indd 22 24/10/2022 09:22

 RESILIENCE

IOSH MAGAZINE 23

22-26 Crisis Management_Nov-Dec 2022_IOSH.indd 23 24/10/2022 09:22

 C OVER STO RY

also play a role before something happens,

for example in workshops developing
crisis scenarios and exercising plans and
procedures,’ he adds.
The expectations of the role of health and
safety professionals in crisis management
vary hugely, adds Angela Gray CMIOSH,
senior OSH specialist at IOSH. ‘In some
organisations, OSH professionals will be
expected to identify risks to the business and
develop plans to mitigate them. In others,
they’ll be expected to support, guide and
critique an organisation’s approach,’ she says.
The IOSH competency framework states
that OSH professionals should be involved in
business continuity and crisis management
at the earliest stage (see panel on page 26).
Angela adds: ‘They’ll be understanding and
sharing their information, doing research
and horizon scanning to help paint a bigger
picture of what could happen in the worst From a corporate point of view, a crisis is
possible scenario. A CRISIS IS A also a turning point that can lead a company
‘They should then work with senior and
operational leaders to assess the degree of TURNING POINT in either a better – or worse – direction. In
other words, as well as being a major urgent
planning required, as well as defining and
structuring those plans, allocating roles and
– AS WELL AS event, it’s an opportunity.
Business continuity entails planning for a
responsibilities [by job title], and making BEING A MAJOR range of business disruptions both foreseen
sure that drills and exercises are conducted
to ensure that plans are effective [in practice URGENT EVENT, IT’S and unforeseen – such as floods, cyber
attacks, supply chain failures and power
as well as on paper].’
AN OPPORTUNITY cuts – which can happen at any moment.
A good business continuity plan recognises
D efinitions potential threats, analyses their impact on
But many organisations are still not fully comfortable with digitisation so there’s day-to-day operations, and provides a way
prepared for managing crises. Harald hope. It will get better. But it should come to mitigate these threats with a framework
Axelsen, in-house crisis management expert from within a business rather than rules, that will allow key functions of the business
for health and safety SaaS (software as a regulations and standards,’ he says. to continue, whichever crisis strikes. One
service) firm EcoOnline, is puzzled by some A crisis meets three criteria, Christer of the most important aspects of business
organisations’ attitudes towards crisis. Pursiainen, professor of societal security continuity is ensuring that people can
‘Other than for compliance with rules and and safety at the Arctic University of work safely after a crisis because, while
regulations, some often don’t see the value.’ Norway, wrote in his 2017 book, The crisis organisations can potentially function for a
Given that, at best, crises impact the management cycle: time without facilities or some supply chains,
bottom line and at worst pose an existential It is a threat to an actor’s essential goals without its workers its activities will cease.
risk, Harald, who is also chief operating or values While crises are temporary events,
officer of Norwegian start-up Tavler, which There is limited time for decision-making preparing for, managing and recovering
has developed a digital collaborative tool, due to an approaching deadline and/or from crises is an ongoing, essential business
finds it hard to explain this myopia, but is increasing costs of inactivity process, according to Jay Johnson CMIOSH,
hopeful that things are changing. ‘Younger There are many unpredictable events or an associate consultant at Inverroy Crisis
people are more receptive and more uncertainties connected to the situation. Management and specialist in the oil

24 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

22-26 Crisis Management_Nov-Dec 2022_IOSH.indd 24 24/10/2022 09:23

 RESILIENCE

and gas sector. ‘Business continuity is the has to be a culture, it has to come from many businesses improve how they
preparation of an organisation to continue above. The management team and plan for – and manage – crisis,
during a disruptive or unwanted event. Crisis the board of directors must have agrees. ‘Evidence shows that if you
management describes what happens when this in their backbone. And it practise five or six different
all those preparations fail.’ should be something you scenarios – and I don’t
For example, when working with clients do on a permanent basis mean five or six fire drills
and their IT systems, Jay will ask a series to embed that learning – you will be better [in the
of questions to help them identify gaps – keep it small, keep it event of a real crisis]. The
that need to be addressed. ‘I’ll ask the IT simple and train regularly,’ fact that many companies
department if they back up their files each he says. start and end with fire drills
day, for example,’ he says. ‘If they don’t, Bridget Leathley CFIOSH is down to the fact that it’s a
then we’ll view that as an opportunity (pictured), an OSH consultant and legal requirement to have a fire
to improve. During our business impact training provider who has helped drill. If it’s not a legal requirement,
analysis, we’ll highlight the various
opportunities we’ve identified which, if
they aren’t addressed, could lead to loss of
information if a disruptive event happens.
Then we put a plan in place, and that’s your
business continuity.’
Unforeseen crises could still occur,
however. ‘Some new whizzkid comes out
HOW TO PLAN FOR A CRISIS
with a really disruptive virus that wipes
everything, then we move into crisis
management. Minimising the impact is what The essential elements, from
crisis management is about,’ Jay adds.
Crisis management is also distinct
risk analysis to communication
from incident management, which is far
more closely connected with managing a An effective crisis K jell B rataas, senior media training.
disruptive event and – if successful – can management plan communication adviser ‘Internal
prevent an incident from escalating into a has several essential at the M inistry of collaboration is key
elements, including Transport in N orway. for successful crisis
crisis. ‘Incident management teams usually
risk analysis, an Crisis communication communication,’
look down towards the incident, while the
activation protocol, a also req uires planning, K jell adds. ‘It can be
crisis management team will look upwards
chain of command, a and happens before achieved by routinely
at the support that’s needed to manage an command centre plan, and after – as well as involving all parts of
incident and ensure plans are in place to response action plans, during – a crisis. In the organisation when
enable the organisation to function as well internal and external advance, the most planning, preparing
as possible,’ Jay adds. ‘In oil and gas, incident communication likely crisis scenarios and exercising
management teams will have a set of plans programmes, should be identified, crisis management
for helicopter ditching, ship impacts and resources, training as well as key messages, procedures.’
various types of fire, for example.’ and review. R oles and scripts, spokespeople During a crisis,
responsibilities should and a crisis chain of tell the truth, keep
be clearly defined by command. Who needs it simple and speak
Good practice
job title. to know what should through a single
Common elements define good business
OSH professionals be considered – this voice. R emember to
PHOTOGRAPHY: RICHARD GLEED
PHOTOG RAPHY: RICHARD G LEE D

continuity and crisis management, even

play a key role. ‘They includes neighbouring communicate with your
though challenges in different sectors and can give advice to businesses, regulatory staff as well as external
different-sized companies vary. For Harald, leadership about what bodies and emergency stakeholders. ‘Effective
organisational culture and leadership are key, is important and they services as well as communication is
as is the approach to drills and exercises. ‘It can also be subject staff – and ensure swift, to the point,
matter experts on spokespeople honest and caring,’
certain topics,’ says have appropriate K jell concludes.

IOSH MAGAZINE 25

22-26 Crisis Management_Nov-Dec 2022_IOSH.indd 25 24/10/2022 09:23

 C OVER STO RY
businesses usually won’t get around to it,’
she says. There are a number of creative
approaches to tackling crises, including
tabletop exercises, in which a facilitator
talks team members through one or more
emergency scenarios. Team members are
encouraged to discuss their responses to a
particular situation. Such exercises can both
improve preparedness and offer a valuable
opportunity to refine procedures.
‘A tabletop walkthrough is a really
valuable approach, because you can practise
for so many more emergencies without
disrupting the business,’ Bridget explains.
‘It’s a procedure review as well as an
emergency practice – so you’ll understand
your processes better.’ Planning, information
management and understanding and
avoiding shortcuts are key to better decision-
making during a crisis. Having limited time
to make decisions is one of the defining
characteristics of a crisis, so planning creates
time to think carefully about priorities.
According to the EcoOnline white paper
How to make better decisions in a crisis,
‘while better information management will
make us more aware of what we need to plan
for, we need to be aware of the shortcuts
that can make us ignore the information we
have.’ For example, normalcy and familiarity,
in which we plan based on the things we
know to expect, hyperbolic discounting (an
inclination to choose immediate rewards
over deferred rewards) and optimism fed
by near misses (we might think we have
learned all we need to from an event and are
resilient), are the shortcuts that can make
us ignore the information we have. Under
the pressure of a crisis, we are more likely to
resort to shortcuts and less likely to spot the
errors they introduce (EcoOnline, 2022).
Skills and tools
Many tools and techniques can help
OSH professionals and the agencies and
departments they are collaborating with
prepare for and manage crises, including
horizon scanning. Horizon scanning
26 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
22-26 Crisis Management_Nov-Dec 2022_IOSH.indd 26
CRISIS MANAGEMENT: IOSH’S
TECHNICAL COMPETENCIES
Risk management – one of 12
competencies in the IOSH framework
– includes business continuity: ‘OSH
professionals contribute to and
ensure the coordination of business
continuity and crisis management
strategies relating to OSH and wider
plans with risk management. In
doing so, they collect and analyse
information and use it to inform
crisis management situations, using
scenario-based management to
contribute to problem resolution,
including exercises to test what
should happen in case of incidents
affecting business continuity. This
includes the impact of fatal incidents
on operations.’
iosh. com/ media/ 6 7 1 5 /
competency- framework-
all- competencies- v2 . pdf
ensures adequate preparation, and that
opportunities are exploited and threats
survived. This systematic method can
help build organisational resilience part
of a suite of tools to understand and
prepare for the future (Institute of Risk
Management, 2018).
In addition, horizon scanning allows a
‘systematic examination of information to
identify potential threats, risks, emerging
issues and opportunities’ (Cabinet
Office, 2013). The GB Health and Safety
Executive’s (HSE’s) Foresight Centre uses
horizon scanning to enable the HSE and the
wider health and safety system to anticipate
– and keep pace with – change. Other tools
include bespoke systems, off-the-shelf crisis
management tools, and IOSH’s Business
Assurance Tool (BAT). Developed over the
past three years by Angela Gray, BAT, which
is used exclusively by IOSH when working
with corporate clients, enables organisations
to understand their state of maturity.
Through a self-assessment process covering
governance and leadership, systems and
processes, and people and culture, BAT gives
a measure of, for example, how well OSH is
integrated into an organisation’s governance
and the robustness of its crisis management.
‘BAT asks questions around your plans,
horizon scanning, business impact analysis,
stakeholders’ and shareholders’ views,
risk profiling, scenario planning and how
you involve neighbouring organisations,’
Angela says.
OSH professionals will also need to
utilise technical and soft skills for successful
crisis management. Founder and CEO
of Emergency Management & Safety
Solutions (EMSS) Regina Phelps highlights
seven essential skills to navigate critical
events effectively. Situational awareness,
improvisation, creativity and adaptability,
decisiveness, action, communication and re-
evaluation are all needed for effective crisis
management (Phelps, 2017).
Many of these skills are already part of
the learning and experience of the OSH
professional. Angela adds: ‘Good OSH
professionals really understand structure,
frameworks, systems and processes. They
are good at interpreting legal requirements,
listening to the operation and then making
things work.’ She concludes: ‘The way a good
OSH professional works meant they were
invaluable during the pandemic’. As the
world faces more crises, the role, skills and
experience of health and safety professionals
will be crucial to tackle the disruptions
organisations face.
T o find out more about IOSH’ s B usiness
Assurance T ool, email business@ iosh. com
For references, visit ioshmagaz ine. com/
crisis- management
24/10/2022 09:23
p27.IOSH_NovDec22.indd 27 18/10/2022 16:02
 ISO 45001: It’s more than health
and safety, it’s knowing your
workforce go home safe every day
Kate Field, global head of
health, safety and well-being at
the British Standards Institute
(BSI), provides practical advice
on preventing work-related
ill health or injury with an
Occupational Health and Safety
(OHS) management system.
How can organizations prevent risks and
LPSURYHbFXUUHQWKHDOWKDQGVDIHW\SUDFWLFHV"
We’re seeing organizations understand the broad
spectrum of factors contributing to a happy, healthy
DQGUHVLOLHQWZRUNSODFH$QH‫ٳ‬HFWLYHRFFXSDWLRQDOKHDOWK
and safety management system can help to protect and
enhance the lifeblood of your organization and your
SHRSOHWRGULYHEXVLQHVVH[FHOOHQFH%\HPEUDFLQJD
culture of care, trust and good mental health, you can
FUHDWHDIXWXUHSURRIEXVLQHVVZLWKFRPSUHKHQVLYH
health and safety foundations.
p28-29.IOSH_NovDec22.indd 28
,Q-XQHWKH,/2ȅV,QWHUQDWLRQDO
/DERXU&RQIHUHQFHDGGHGVDIHW\DQG
KHDOWKWRWKHLU)XQGDPHQWDO3ULQFLSOHV
DQG5LJKWVDW:RUNUHD‫ٶ‬UPLQJWKDW
JRRGKHDOWKDQGVDIHW\SUDFWLFHV
DUHHVVHQWLDO0RUHDQGPRUH
RUJDQL]DWLRQVDUHORRNLQJIRUHYLGHQFH
WRVXSSRUWWKHLUQRQ‫ٴ‬QDQFLDO
UHSRUWLQJUHTXLUHPHQWV XQGHUWKH
6IRU(6*VWDQGDUGV WRGHPRQVWUDWH
WKHLUFRPPLWPHQWWR6RFLDO9DOXH
:KDWLV,622FFXSDWLRQDO+HDOWKDQG
6DIHW\0DQDJHPHQWDQGKRZGRHVLWFRQWULEXWH
WRZRUNSODFHKHDOWKDQGVDIHW\WRFUHDWHDQ
DXWKHQWLFFXOWXUHRIWUXVW"
ISO 45001, Occupational Health and Safety (OHS)
PDQDJHPHQWV\VWHPLVWKHZRUOGȅV‫ٴ‬UVW2+6,62
VWDQGDUG7KHVWDQGDUGLVSURYHQWRUHGXFHZRUNUHODWHG
LQMXU\DQGLOOKHDOWKSOXVFRQWLQXDOO\LPSURYH\RXU
business’s OHS performance by 20%. Organizations
WKDWKDYHDGRSWHGDQ2+6PDQDJHPHQWV\VWHP
IURP%6,KDYHUHSRUWHGVHYHUDOEHQH‫ٴ‬WVZLWK
agreeing it helps with compliance with regulations and
UHSRUWLQJLPSURYHGEXVLQHVVULVN,WVIRFXVRQ
leadership commitment, culture and consultation can
FUHDWHWKHULJKWHQYLURQPHQWIRUKLJKHQJDJHPHQW
DQGWUXVWLQFUHDVLQJSURGXFWLYLW\LQQRYDWLRQDQG
organizational resilience.
:KRLV,62VXLWDEOHIRU"
It’s for any organization that wants to demonstrate they
are committed to health and safety and prioritizing its
SHRSOH7KHVWDQGDUGLV‫ٵ‬H[LEOHDQGFDQEHDGDSWHGWR
manage OHS for a wide range of organizations, from
18/10/2022 16:04

large organizations and enterprises to SMEs, public and
QRWIRUSUR‫ٴ‬WVQRQJRYHUQPHQWRUJDQL]DWLRQV 1*2V 
and charities. ISO 45001 is an international standard,
crossing geographic, political, economic, commercial
and social boundaries. This sets a single benchmark for
the management of occupational health and safety. So,
if your organization operates or trades internationally,
\RXFDQZRUNWRDVLQJOHVWDQGDUGWKDWVLPSOL‫ٴ‬HV\RXU
business OHS operations.
+RZFDQOHJDODQGUHJXODWRU\+ 6FRPSOLDQFH
EHbHQKDQFHGZKLOHUHGXFLQJEXVLQHVVORVVHV"
Occupational health and safety management
IUDPHZRUNVKDYHDSLYRWDOUROHWRSOD\LQEXVLQHVV
6PDOOHURUJDQL]DWLRQVVX‫ٳ‬HUDGLVSURSRUWLRQDWHDPRXQW
of workplace injuries and ill health, losing a lot of
SURGXFWLYLW\EH\RQGWKHKXPDQFRVW5REXVWKHDOWK
and safety management can result in less lost time
DQGGLVUXSWLRQKLJKHUPRUDOHDQGSURGXFWLYLW\ORZHU
insurance premiums and established processes to
enable legal compliance.
Ȅ2UJDQL]DWLRQVWKDWKDYHDGRSWHGDQ2+6
PDQDJHPHQWV\VWHPIURP%6,KDYHUHSRUWHG
VHYHUDOEHQH‫ٴ‬WVZLWKDJUHHLQJLWKHOSV
ZLWKFRPSOLDQFHZLWKUHJXODWLRQVȅ
$UHWKHUHDQ\RWKHUEHQH‫ٴ‬WVWR,62"
Poor occupational health and safety isn’t just about
accidents. It can be about conditions that bring about
ill health and low morale, often manifested in high sick
OHDYHUDWHVKLJKVWD‫ٳ‬WXUQRYHUDQGORZSURGXFWLYLW\
Usually, too, poorly managed OHS – accompanied
by a conspicuously poor attitude: “Elf and safety –
EOHHGLQJZDVWHRIWLPHȉȀFDQQHJDWLYHO\LPSDFWDQ
organization’s reputation. When that’s a small business,
such a reputation can often become known in the local
FRPPXQLW\7KLVFDQD‫ٳ‬HFWKRZFXVWRPHUVDQGVXSSOLHUV
YLHZ\RXȀWR\RXUGHWULPHQW,WȅVDOVRTXLWHOLNHO\WR
LPSDFWWKHTXDOLW\RIVWD‫\ٳ‬RXFDQUHFUXLWDQGUHWDLQ
+RZGRHV,62VXSSRUWWKH8QLWHG1DWLRQȅV
6XVWDLQDEOH'HYHORSPHQW*RDOV"
Organizations committed to sustainability increasingly
DOLJQWKHLUFRUSRUDWHVWUDWHJLHVWRWKH8QLWHG1DWLRQȅV
6XVWDLQDEOH'HYHORSPHQW*RDOV 6'*V $FFUHGLWHG
FHUWL‫ٴ‬FDWLRQRI,62WKHLQWHUQDWLRQDO2+6
management system, demonstrates an organization’s
commitment to ensuring decent work conditions, health,
ZHOOEHLQJDQGHTXDOLW\SUDFWLFHV
)RURUJDQL]DWLRQVVHHNLQJWRHQKDQFHWKHLU(6*SUR‫ٴ‬OH
implementing ISO 45001 and its alignment to the
6'*VVHQGVDSRZHUIXOPHVVDJHWRVKDUHKROGHUVDQG
stakeholders, including employees, that they genuinely
care for their people.
p28-29.IOSH_NovDec22.indd 29
Advertisement Feature
This standard contributes to the following Sustainable
'HYHORSPHQW*RDOV*RRG+HDOWKDQG:HOOEHLQJ
*HQGHU(TXDOLW\'HFHQW:RUNDQG(FRQRPLF*URZWK
,QGXVWU\,QQRYDWLRQDQG,QIUDVWUXFWXUH5HGXFHG
,QHTXDOLWLHV6XVWDLQDEOH&LWLHVDQG&RPPXQLWLHV3HDFH
Justice and Strong Institutions.
:KDWDUHWKHHDVLHVWDQGPRVWFKDOOHQJLQJ
SDUWVbRILPSOHPHQWLQJ,62"
<RXȅOODOUHDG\KDYHDORWLQSODFHIURPWKLQJVOLNH
FRPSO\LQJZLWKOHJLVODWLRQDQGH‫ٳ‬HFWLYHRUJDQL]DWLRQDO
JRYHUQDQFHVRLWLVRIWHQQRWDVELJDVWHSDVPDQ\
organizations think. If you are completely new to ISO
standards, it can feel like learning a new language, but
GRQȅWOHWWKDWSXW\RXR‫&ٳ‬RPSOHWHWKH%6,LPSOHPHQWLQJ
FRXUVHDQGVSHDNWRRWKHURUJDQL]DWLRQVZKRKDYHJRQH
through the process. You can also undertake a free gap
DQDO\VLVZLWK%6,WRbVHHZKHUH\RXVWDQG
:KDWDUHWKHEHQH‫ٴ‬WVRIIRUPDO
FHUWL‫ٴ‬FDWLRQbWRb,62"
,62DQGVWDQGDUGVLQJHQHUDOSURYLGHD
IUDPHZRUNIRUVXFFHVVWKDWDFWLYHO\GULYHH‫ٶ‬FLHQFLHV
UHGXFHFRVWVDQGIRUPDOL]HULVNDQDO\VLV,WDOVRJLYHV
FRQ‫ٴ‬GHQFHWRLQWHUHVWHGSDUWLHVWKDWUHOHYDQWUHJXODWLRQV
and compliance obligations are being met, all of which
EHQH‫ٴ‬WWKHERWWRPOLQHDQGEXVLQHVVbFRQWLQXLW\
,627RS7LSV
 Don’t rely purely on your OHS team to
implement this – you need to include other
SDUWVRIWKHEXVLQHVVWRJHWPD[LPXPbEHQH‫ٴ‬W
 The leadership team must embrace the
standard, support it and take it on board
 Take time to involve the entire workforce
 The more people trained on the standard
LPSURYHVWKHH‫ٳ‬HFWLYHQHVVRIZLGHU
EXVLQHVVbLQWHJUDWLRQ
/HDUQPRUH
Call:   
Email: FHUWL‫ٴ‬FDWLRQVDOHV#EVLJURXSFRP
Visit: EVLJURXSFRPVWDQGDUGV
18/10/2022 16:04
 ioshjobs.com
- the home for
health and safety
jobs online.
Recruit skilled and dedicated
safety and health practitioners
START from assistant to director level
to fill any vacancy, or take the
YOUR next step in your own career by
posting your CV or browsing our
SEARCH unrivalled list of vacancies.

TODAY
The official careers site of IOSH

ioshjobs.com
L @ioshjobs

p30.IOSH_NovDec22.indd 30 18/10/2022 16:06

 Collaborate
SUPPORTING A SHARED VISION OF A SAFE AND HEALTHY WORLD OF WORK

Explore how the OSH profession can use predictive analytics to expose health and safety risks and, potentially, stop injuries
IN THIS
ever happening P33 | Discover how good dialogue between partner agencies helped Morocco tackle COVID, and why
S E CT I O N implementing it in workplaces can support better OSH outcomes P38 | Wider view: discover the best online OSH content P43

SAFET Y CULT URE

SOCIAL
SUCCESS
P38
ILLUSTRATION: S HUTT ERSTOCK

IOSH MAGAZINE 31

31 Collaborate Opener_Nov-Dec 2022_IOSH.indd 31 24/10/2022 09:24

 Are
you looking
to take the next
step in your career?
Do you want guidance on creating
CVs and covering letters? Or
perhaps you need some tips on
how to succeed in an interview?
BS1904.1/111022/IM

Check out IOSH jobs,

where you can find
all of this and more.
ioshjobs.com

p32.IOSH_NovDec22.indd 32 18/10/2022 16:07

 BIG DATA

Predict
and prevent

Using predictive analytics can arm OSH

professionals with a powerful tool to expose
critical risks and, potentially, avert future
fatalities and injuries.

WORDS NICK WARBURTON

A
s Matt Clay, principal engineer
at the GB Health and Safety
Executive’s Science and Research
Centre, pointed out in an IOSH
presentation in July 2019: ‘Safety
performance has plateaued in
PHOTOG RAPHY: G ETTY
data is being harvested at a rapid pace.
Although this ‘big data’ has the potential
to reduce the likelihood of such accidents,
Matt says it is often ‘chaotic, unstructured
and not necessarily created with “users” in
mind’. This is where predictive analytics
(AI) and machine learning (Suman, 2021),
predictive analytics takes historical data
captured in incident management systems,
such as near misses, and uses it to raise
issues of concern.
‘Where predictive analytics gets

many established economies and major could be a game changer. interesting is where you start to look at the
accidents continue to occur.’ Drawing on statistics and modelling combinations of different sets of data and
Coincidentally, a wealth of valuable OSH techniques that use artificial intelligence how it can inform the future of how safety

IOSH MAGAZINE 33

33-36 Big Data_Nov-Dec 2022_IOSH.indd 33 24/10/2022 09:25

 C O LLA B O RATE
and risk is measured,’ explains Rob Davis,
vice-president of product management at
information services firm Wolters Kluwer
Enablon in North America.
‘We often think about incidents as
the basic piece of information that we
capture and predictive analytics would
be the location, so, for example, what
did the incident look like? Who was
involved? What were their injuries? Was
the right personal protective equipment
used? However, other things contribute:
what was the weather outside at the
time? Was there an anomaly going on in
the pressure or something in one of the
assets or pieces of equipment that people
were maintaining?’
Act before event
By mining historical data in the context
of this broader environment to train
environment, health and safety (EHS)
software’s algorithms to identify patterns
and trends, predictive analytics can
monitor events in real time and stop
potential incidents before they happen.
‘To feed predictive analytics, clients are
leveraging technology to increase near
misses or unsafe behaviour, for example,
automatically creating events by scanning
CCTV live feeds based on exclusion zones,’
notes Rob Leech, principal product
development director at EHS software
firm EcoOnline Global in the UK.
‘By creating frictionless or automatic
reporting you are building a picture that
is easier than someone typing data into a
computer all the time. It’s creating a large
dataset. One of predictive analytics’ goals is
to highlight things you didn’t know to ask
for or were able to find due to the amount
of data. The best bit is the insights; the
next stage where it is telling you, “I know
who you are, where you are and you should
know about this to keep you safe.” That’s
what we are really focusing on; the insights
on the back of those predictions.’
Strategically, what this means is that
OSH professionals can be more proactive,
flagging up gaps in their systems and
34 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
33-36 Big Data_Nov-Dec 2022_IOSH.indd 34
processes. Importantly, it also improves members have an agreed nomenclature
resource allocation. and have created centralised mapping so
Predictive analytics uses a number of they can benchmark against each other’s
machine-learning techniques to build OSH performance.
a more detailed picture of the OSH He argues that governments and
landscape, including decision trees and governmental bodies have a role to play
Poisson models (Ajayi et al, 2018), and in defining standards and encouraging
there are three common forecasting industries to cooperate and standardise
models for managing OSH risks – see different data structures.
Predictive analytics models, right. Marko Vuorinen, principal business
However, as much as predictive analytics analyst for EcoOnline Global in Finland,
is a great enabler, safety management adds that this Nordic nation has successfully
software also presents challenges, notably standardised observations and inspection
encouraging user adoption and ensuring methods for different industries.
data is recorded on an ongoing basis. ‘When safety inspectors visit companies,
Everyone interviewed for this feature they use a scientifically validated method
emphasised the importance of EHS
software providers consulting OSH
professionals early on before predictive
analytics technology is introduced and
THE AI SYSTEM DOES
ensuring these subject experts continue to ALL THE PREDICTIVE
have a hands-on role. ‘It is up to the EHS
software provider to ensure the system WORK, IDENTIFIES
is user-friendly so the adoption of the
technology is high,’ says Dan Hobbs, CEO
IF THERE IS A BIG
at EHS software company Protex AI in SPIKE IN NEAR
Ireland. ‘It should be easy to use, fit into
their existing OSH systems and mould MISSES AND GIVES
around their specific problems.’ THAT DATA TO THE
Data comparisons OSH PROFESSIONAL
Another significant challenge is the fact
that, currently, there is no standardised
data terminology which is accepted by
all industries.
In the UK nuclear sector, the
Operational Experience Learning
Group has created event categories to
which sectoral organisations can map
their incidents, enabling meaningful
comparisons to be made, but this is not
a common approach.
A broad adoption of standardised data
terminology across all industries would be
advantageous, driving greater consistency
in data reporting.
Axel Elvik, vice-president, product, at
EcoOnline Global in Norway, says the
Nordic EHS software provider partners
with an aviation project where group
24/10/2022 09:26
 BIG DATA

with standardised questions and accepted
criteria, where you can see if something is
in order or not,’ he explains.
‘The result is a safety index that reliably
and proactively indicates the safety level
of the company or area, even if there
have been no accidents. By combining
huge observational data with accident
data at the national level, it has been
possible to determine the correlation
between subfactors, like order of walkways
and injury risk. Then even individual
companies can trust the method and use it
to continuously improve their safety level.’
As Tjerk de Greef, director of product
software engineering, Wolters Kluwer
DXG in the Netherlands, notes, data
cleanliness is critical to any good predictive
analytics model.
‘The models can only be as good as the
data we train the algorithms on, so if the
incidents are not reported, we can never
predict them and you will always need to
clean up the dataset.’
P HOTOGRAPHY: GETTY / SHUTTERSTOCK
for OSH teams to act on early. ‘The AI
system is doing all the predictive work
for you and can identify if there is a big
spike in near misses and gives that data
to the OSH professional so they can
make the decisions.’
But what can’t predictive analytics
do? Rob Leech says the technology will
struggle to predict all accidents: ‘How
can technology know that Bill the FLT EARLY WARNI N GS
driver is in a bad mood which is affecting
his attention today?’ Predictive
The human element, such as
good reporting and investigations,
analytics
remains essential, with AI as a models
complementary tool.
Rob Davis says predictive analytics H S E N etwork identifi es three
isn’t always about identifying future different predictive analytics
potential risks; the technology can also models used in safety.
remove some of the laborious and time-
F orecast model: This centres on
consuming manual work that managers
‘specific metric value prediction’
do, freeing them up to dig deeper into
with the model learning from
data analysis. historical data and generating
‘You don’t know what you don’t know,’ new forecasts. OSH teams that
Rob Leech adds. ‘If you’re looking for use historical data can apply this

Limits of prediction
Dan points to a predictive analytics tool
that uses AI-driven camera software
installed in warehouses and ports.
The technology, which collects data
anonymously, highlights areas of concern
a risk, it’s because you already know
it’s there, and analytics can drill down
to the cause and fix it. But when you
don’t know problems, analytics can tell
you very quickly too – it can watch the
anomaly detection and say: “These are
dropping off quicker than usual: is there
a problem?”
‘It provides managers with real-
time, up-to-date analytics, with a big
enough picture to tell them what they
didn’t know.’
This proves invaluable when
companies are too busy logging data and
looking at incidents that have happened
to notice near misses, agrees Rob Davis.
‘Having those near misses builds better
predictive analytics. We are working with
a major high-tech manufacturer that
uses our technology to take incidents and
lump them into categories using cluster
analysis. The system says, “All these
incidents look similar. I can assign the
same mitigation to it and get them off my
incident manager’s plate”. This gives the
model to any safety situation.
One example given is a safety
manager who wants to predict
the number of missed or faulty
risk assessments that could happen
over a specified period.
C lassifi cation model: This involves
classifying data generated from
inputs into the model. One
example given is to determine
the likelihood that a specific
piece of equipment is faulty in
a certain timeframe.
O utliers’ model: This approach
can identify ‘anomalous data
within a series’. The model
categorises data but if the inputs
aren’t correct, it can identify
anomalies so OSH professionals can
resolve any safety concerns raised.

IOSH MAGAZINE 35

33-36 Big Data_Nov-Dec 2022_IOSH.indd 35 24/10/2022 09:26

 C O LLA B O RATE
R E S O URCES
Role of data and horizon scanning
in management of change:
iosh.com/media/5146/
mc-presentation.pdf
Is EHS software the Holy Grail?
ioshmagazine.com/2022/06/28/
ehs-software-holy-grail
AI in OSH: a smart move:
ioshmagazine.com/2021/02/19/
ai-osh-smart-move
manager more time to look at near misses,
and it makes the algorithms better.’
When implementing predictive analytics
technology, Axel says it is important that
organisations consider a few critical points.
‘Be very clear on the goals and set a
few key metrics that you choose to track,
and then you can get the company to rally
around because ultimately it is about
driving awareness and change,’ he says.
‘Communicate those metrics and visualise
them all the way down to the frontline
workers. You’ve got to get into this
continuous improvement mindset.’
Rob Davis says that when organisations
first start using the models, they will rely
on the algorithms provided by their EHS
software provider. However, over time,
they’ll want to merge these models with
other algorithms and capture external data.
‘As companies mature, they will be
employing data scientists,’ he explains.
‘They will be employing analytics
specialists to make sure that that data
36 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
33-36 Big Data_Nov-Dec 2022_IOSH.indd 36
gets pulled in. This is where
the openness of the solution is
important, so you can integrate it
into your third-party analytics.’
And while smaller organisations
can benefit from AI too, there
are limitations, says Rob Leech.
‘The bigger the dataset, the better
it is, the more reliable it is and
the more capability you have,’
he explains. ‘Unless it's built in
to the product they’re buying –
whether it’s anomaly detection, or
notifications based on an analytic
– there’s not a lot of great leaps
for AI aimed at small datasets and
therefore small businesses. That
said, the models are getting better
all the time.’
Data governance
and privacy
But what about sensitive issues,
such as personally identifiable
information? Tjerk says it is critical
that OSH professionals consider
data governance requirements
carefully, particularly where
data can and can’t be stored,
and privacy issues.
‘We capture information from
particular people,’ he explains. ‘You
are not interested in the person
themself but in the employee ID,
so you want to be very careful
that not everybody can access
this data. You need to govern that
properly; so data encryption is
important, and you must respect
all privacy concerns. There are
regulations, but there are also
ethical guidelines you will want to
follow and implement. If you take
videos, for example, you can blur
people’s faces.’
Predictive analysis that uses
big data is still in its early stages;
so what is the future of this
technology? Rob Davis argues
it comes back to having an open
strategy that enables data to be
pulled in from third parties. For
example, Enablon’s software
records the performance of
contractors on oil and gas sites,
including accident records and
hiring practices.
‘All of these things can be
captured in the software and
are increasingly going into the
environment, safety and governance
metrics that companies are
reporting. These are things
that can be used to say: “What
is the risk to a company of using
a given contractor?”’
Grasp the potential
Dan says the future of predictive
analytics is already here. One of
the positive developments is that
OSH professionals are much more
tech savvy than they were in the
past; they grasp the technology’s
potential and want to use it.
For Rob Leech, the bigger
picture, and a much more long-
term development, is the potential
for growth in the machine-learning
services and consumable predictive
analytics specific to particular sectors.
‘Predictive analytics and machine
learning go hand-in-hand, and over
time the models will train and grow
based on sector specific large datasets
providing tailored and focused
predictive analytics options.
‘I feel we are still on the hype
curve but I do see a future with more
ready-made trained models for your
industry to try and help you with
predictive analytics.’
Visit ioshmagazine.com/
predictive-analytics
24/10/2022 09:27
 Climate change will affect
every industry

Understand the business

risks of climate change and
be part of the solution

Upskill today with

the IEMA Foundation
Certificate in
Environmental
Management

Improve your environmental sustainability knowledge, understand the risks

of climate change and be part of the solution with IEMA’s five day course.
Covering a wide range of environmental, sustainability and governance
principles, this course will give you an understanding of the breadth of the
sustainability agenda and the management tools and skills you will need to act.

At a training center | E-learning | Virtual classroom

Book now
iema.net/training

p37.IOSH_NovDec22.indd 37 18/10/2022 16:08

 C O LLA B O RATE

Morocco has been hailed for its response to COVID.

Mohamed-Amine Zahr TechIOSH explores how good social
dialogue helped, why it’s so important to OSH and how to do it.

38 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

38-41 Working together_Nov-Dec 2022_IOSH.indd 38 19/10/2022 15:35


T
o celebrate the World Day for
Safety and Health at Work this
year, the International Labour
Organization (ILO) chose to
research the topic of ‘Enhancing social
dialogue towards a culture of safety and
health, based on the lessons learned from
the COVID-19 crisis’.
We’ve all seen how preventive health
and safety and contingency plans
– implemented by organisations in close
collaboration with social partners and
competent authorities – have helped curb
the spread of the pandemic and enabled
business continuity. In particular, Morocco
has been acclaimed for its management
of the pandemic and its approach to
mitigating the economic and social impacts.
Early in the pandemic, the General
Confederation of Moroccan Companies
– together with major representatives
from the private sector, as well as public
authorities, social partners and institutions
– released a practical guide on COVID-19
preventive and health measures based
on World Health Organization (WHO)
recommendations. The aim was to help
small- and medium-sized organisations
ensure a better gradual return to normal
activity after the lockdown, outlining
employers’ and workers’ duties.
The media has also played a key and
proactive role in influencing citizens by
publicising measures and rules in the
workplace and beyond. Meanwhile, the
Moroccan government has created several
laws regarding mask-wearing, lockdown
and the health emergency. Police, auxiliary
forces, fire departments, the Red Crescent,
local authorities and the army all worked
together to implement preventive measures
while boosting awareness, enforcing laws
and managing emergency situations.
Committees involving the health and
labour ministries and local authorities
conducted random workplace inspections
ILLUSTRATION: SHUTT ERSTOCK
across the country. Some offices, plants,
construction sites and factories were closed
until they proved the premises were safe for
workers and contractors.
38-41 Working together_Nov-Dec 2022_IOSH.indd 39
I’m proud of the renewable energy
sector’s response to the pandemic: we
acted quickly, and the strong health and
safety culture on our sites made it easier to
manage the crisis and to continue to supply
37 million Moroccans with green energy.
Key success factors at renewable
sites included the following: evolving a
preventive system, implemented when
the pandemic was announced; putting
crisis committees in charge of steering and
monitoring on sites; effectively managing
key resources to ensure business continuity;
holding daily stakeholder awareness
sessions; and continuously coordinating
with local authorities and social partners
on screening, inspections, management
of suspected cases, and so on.
Clearly, joint efforts and an inclusive
management system promoting social
WE ACTED QUICKLY,
AND THE STRONG
HEALTH AND SAFETY
CULTURE ON OUR SITES
MADE IT EASIER TO
MANAGE THE CRISIS
dialogue are fostering a positive OSH
culture that preserves workers’ health
and safety during crises as well as in
normal conditions.
Critical factors for success
Although Morocco’s involvement of social
partners was inspired by established legal
requirements and standards (such as
ISO 45001), few organisations are aware
of the critical success factors (CSFs) for
effective involvement of social partners in
the management of OSH.
According to research from the GB
Health and Safety Executive, Health and
Safety Laboratory, RoSPA, IOSH and the
Energy Institute, the main CSFs are:
SAFETY CULTURE
Attitudes and behaviours: in particular,
leadership, commitment and trust
between management and staff
Skills and knowledge: in particular,
through continuous training and
awareness-raising, relevant information
and supervision
Means and resources: including time to
participate in initiatives, finances, human
resources as well as encouraging and
rewarding high-performing workers
Communication: especially bottom-up,
promoting dialogue and avoiding a culture
of blame and reprisals
Cultural differences: language barriers
and other factors that may affect working
in a spirit of partnership.
This is likely to be more relevant when
moving from reactive OSH management
systems to proactive ones, as many
organisations did after witnessing the
benefits of investing in preventive OSH
in a changing world that is requiring
businesses to be resilient and sustainable.
Driving change
When moving to a proactive OSH system,
it is important that management is aware
of the potential impacts on social partners.
Practical difficulties needing to be
overcome include:
Increasing workload and stress for
workers due to training on procedures,
policies and safe systems
Excessive workload for those in charge of
implementing the system – for example,
performing risk assessments, attending
safety meetings, providing training,
writing new procedures
Resistance to change by managers and
workers, which could cause conflict
Lack of supervision of workers training
for the change and the new duties, roles
and responsibilities within the new
management system.
Planning tips
Planning should start at the top of
an organisation but should encourage
IOSH MAGAZINE 39
24/10/2022 09:28
 C O LLA B O RATE

participation at all levels. There should

be clear objectives as to what proposed
changes will achieve, provided by
measures such as cost-benefit analyses.
Setting up steering groups and
working parties is key to success.
Steering groups should consist of
directors and heads of departments and
give broad objectives, set timescales and
meet approximately every three months.
Working parties should meet monthly
and consist of middle management,
first-line supervisors and worker reps. It
will carry the ‘message’ to the workforce
and provide feedback.
The working party chair should also
be part of the steering party; the role is
generally filled by the health, safety and
environment (HSE) manager, who can of external consultants can help here. HSE teams need to mentor and
act as the link between the two groups. Good team-working should be work impartially with all parties to
The pace of change should be dictated maintained and encouraged with maximise OSH performance. Different
by the working party’s feedback. rewards and incentives to promote groups can have different opinions and
Senior management need to show a positive OSH culture. Training different agendas. Some may focus on
a clear commitment to safety by their and workshops on team-working cost and timescales, while others may
actions, providing resources from the can be provided. be reluctant to adopt safer practices
outset. Creating a safety champion Cultural change will not happen that they perceive to be slower, or to
is important in influencing workers. overnight; the transition may take years. spend time on paperwork and activities
Champions should ensure the Avoid making too many simultaneous or such as safety meetings that HSE teams
safety aspects of the changes receive unnecessary changes, and ensure there consider essential.
appropriate resources and attention. is time to adapt and modify the plan; HSE teams will often need to
this also allows time for the changes to negotiate between parties to maintain
Culture change become part of the established culture.
Cultural change is not only the Conflicts should be anticipated.
responsibility of management; there Proactive OSH management
must also be commitment from means that a number of parties will

employees, who must recognise the need
for change. Performance measurement
can be introduced to encourage
greater interest and involvement
from employees in health and safety.
Improvements in performance can be
linked to an incentive scheme – but
accident/incident rates should not be,
as this can lead to under-reporting.
Plans for the transition should be
carefully and regularly reviewed to
ensure risk exposure is not increased
during the programme. The tasks and
workload generated by the change
should also be assessed. The support
HE ALTH , SA FE TY
have responsibility for health and
safety rather than centralised with
management and HSE teams. Critical
tasks should be analysed to ensure all AN D EN VI RO NM EN T
of them can be carried out under the
TE AM S W IL L OF TE N
NE ED TO NE GOTI AT E
new proactive system and that none
will be missed during the transition.
This should include a skills analysis of
each worker so that training deficiencies BE TW EE N PA RT IE S
can be identified at an early stage and
TO EN SU RE AL L
AR E HA PP Y
actions taken.

40 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

38-41 Working together_Nov-Dec 2022_IOSH.indd 40 19/10/2022 15:37


HSE teams need to work
with all parties to maximise
OSH performance
balance and ensure all are
happy. This is not easy, and
is why top management
commitment and leadership is
necessary. Training on conflict
management at the planning
stage may therefore be helpful.
Consultation should take
place to ensure buy-in from
workers and representatives
and to gather feedback to
highlight any concerns before
changes are implemented.
Some issues may not have
been anticipated, and risk
assessments can then be
updated accordingly.
Feedback is crucial to ensure
any changes are working successfully. It
will enable management to evaluate the
new processes and fine-tune them where
necessary. Steering committees and working
parties can be excellent forums for building
trust in the workforce, as they provide an
invaluable method to allow all voices to
be heard.
Training and supervision
As workers move into their new roles,
any additional training needed should
be provided. This could include training
on safe work systems, safety performance
monitoring (leading and lagging),
policies and procedures, ‘training the
trainer’, first aid, fire safety, change
management, team-working, and
conflict and stress management.
By training some of the workforce in
perceiving and assessing risk, organisations
will benefit. This in turn will improve
the understanding of the importance of
safety and the need for additional controls,
and thereby change attitudes. This is one
IMAG E: SH UTT ERSTOCK
way OSH can move from being the HSE
team’s responsibility to being a shared one.
External supervision may be required,
38-41 Working together_Nov-Dec 2022_IOSH.indd 41
especially for young and vulnerable workers,
those undergoing training or those doing
jobs that present special risks. Some fully
competent individuals will always need
to be supervised to ensure that standards
are being met consistently. People must be
competent and provided with induction
training, including on safe systems of
work, as well as policy and procedures.
Culture and sustainability
Investing in a positive health and safety
culture is aligned with the UN’s Sustainable
Development Goals (SDGs) for its 2030
Agenda, mainly through SDG 3 (ensuring
healthy lives and promoting well-being),
SDG 8 (protecting labour rights and
promoting safe and secure working
environments) and SDG 16 (developing
effective, accountable and transparent
institutions at all levels). The link is clear
as OSH is embedded in the economic and
social pillars of sustainability. A positive
safety culture improves people's quality
of life and fosters business profitability
alongside economic growth.
The ILO (2022) states that the
socioeconomic burden of work-related
accidents and ill health has increased to
5.4% of the world's annual GDP. The
true figure may be higher, as poor safety
cultures mean not all accidents are
reported, and because the informal sector
remains the major source of employment,
especially in Africa.
Also, a wide range of indirect costs arises
from accidents and ill health that is not
added to the equation or is simply unable
to be quantified; every $1 of direct costs
incurs $4 in indirect costs (Manuele, 2011).
In addition, many countries lack reliable
systems for data collection and processing.
The report outlines actions at both
workplace and national levels to address this
situation and promote a preventive safety
and health culture. These include involving
SAFETY CULTURE
all relevant government departments
to ensure worker health and safety is
considered a national priority; allocating
adequate means and resources to increase
a general awareness of OSH, a knowledge
of hazards and risks, and an understanding
of their prevention and control; promoting
a social dialogue, for developing and
reviewing national OSH policy; and
programmes and regulatory frameworks to
address persistent and new OSH challenges.
At national level, I would add: clarifying
OSH governance and assigning relevant
roles, responsibilities and accountabilities;
implementing reliable national systems for
OSH data collection and processing; and
introducing tax exemption/reduction and
other reward schemes as incentives for the
best-performing organisations.
Employers should consider the
following: ensuring compliance with OSH
national regulations; implementing OSH
management systems alongside culture
changes; integrating these systems into a
company’s general management structure
to help control risks; and meaningfully
involving all parties in the ongoing
improvement of OSH conditions through
consultation, participation and engagement.
The following top tips suggested by
IOSH should also be implemented:
Engage with workers and representatives
Communicate constructively about risks
and OSH policies and procedures
Listen to worker concerns and
provide answers
Ensure resources are available for
managing worker health and wellbeing.
Mohamed-Amine Zahr is group
health safety, security and environment
manager at the Moroccan Agency for
Sustainable Energy (Masen).
To read the full references, visit
ioshmagazine.com/morocco-pandemic
IOSH MAGAZINE 41
24/10/2022 09:28
p42.IOSH_NovDec22.indd 42 18/10/2022 16:11
 OPINION

The wider view

VIDEO PODCAST

Healthy buildings Episode 15: EDI tips

Incredibly, more than 21,000
00 to protect businesses
of you have watched our A truly inclusive approach to safety
most recent video on how OSH practitioners can help should encompass all aspects of equality,
create healthy buildings. If you are one of the few members who diversity and inclusion (EDI). In the latest episode
hasn’t viewed it yet, you can watch it at ioshmagazine.com/videos of IOSH magazine’s podcast, two IOSH Future
Leaders talk about how they have engaged with EDI
to support their organisations.
M E M BE R P R EDI CTI ONS
Listen here: ioshmagazine.com/podcast
Tell us what you think 2023
has in store for OSH
We want to know what you think the new year could CPD
hold for the health and safety profession. We’ll feature
comments in the next issue of the magazine. Free on-demand webinars
IOSH magazine recently collaborated
• What are you expecting from the next 12 months? with Alcumus to deliver a webinar on
• Will there be any big changes, for example, in legislation or policies? how retail giant Tesco uses its fully
• Or will it be business as usual? integrated, digital technology platform.
• What do you hope to gain in the new year from an occupational
health and safety perspective? Members learned how to:
• Connect multiple datasets, using leading
Get in touch and let us know your and lagging indicators
thoughts: editorial@ioshmagazine.com • Reduce risk through predictive intelligence reporting
• Future-proof businesses with risk mapping
BO O K C LU B e a competitive edge.
• Use technology to give

We recently reviewed a book We also ran a webinar with

by the International Labour PPE manufacturer 3M on n
Organization called The future hand-arm vibration and d
of diversity, and it made for an the use of abrasives in
es
interesting read. It brings together perspectives manufacturing. It was well
on varying elements of diversity and the role it received by members, with
plays in the world of work for the future from a ns. If
nearly 2000 registrations.
research/evidential position. ese
you missed either of these
webinars, you can watch ch
Read the review at ioshmagazine.com/book-club them on demand.

Visit ioshmagazine.com/webinars

LATEST ISSUE
Did you know you can download and read this issue online? Every issue
of IOSH magazine is available at ioshmagazine.com/issue-archive

IOSH MAGAZINE 43

43 Wider View_Nov-Dec 2022_IOSH.indd 43 19/10/2022 15:40

 New
ved
IOSH MANAGING SAFELY IN LOGISTICS a pro rse
p
c u
o
IOSH
Examples of some of the additional subjects covered in this new course include:

• Safe use of racking • Preventing drive offs • Parcel handling

• Safe use of forklift trucks and • Use of compactors and bailers • ADR
recharging • Use of knives • Final mile/fulfilment
• Coupling & uncoupling • Shift work

Feedback from attendees on previous courses include:

“ Excellent course , good warehouse examples and good workbook”
“ Very job relevant and good range of specific subjects”
“ Dynamic and knowledgeable trainer, good workshops and discussion”

“DCT are currently presenting this course for managers and supervisors
at NISBETS national catering supplier”

Contact Dave Coggrave or one of his team at DC Training & Consultancy

T: 01788 561123 or 07879 620917
E: david@dctraining.com or dctraining@btconnect.com

www.dctraining.com N.B. In company courses only

p44.IOSH_NovDec22.indd 44 18/10/2022 16:12

 Influence
EMPOWERING HEALTH AND SAFETY PROFESSIONALS AROUND THE WORLD

What does it mean to be an OSH leader, and what leadership skills do professionals today need to tackle the changing
IN THIS
landscape of health and safety at work? P46 | Driving is one of the riskiest occupational activities, so we take a look at
S E CT I O N how advances in digital technologies such as telematics could help to improve driver safety and reduce accidents P49

SOFT WARE

In the
driving seat
P49
PHOTOGRAPHY: ISTOCK

IOSH MAGAZINE 45

45 Influence Opener_Nov-Dec 2022_IOSH.indd 45 19/10/2022 15:41

 I NFLU ENC E

What does good safety leadership

look like? Peter Crush discovers why
it needs to be less ‘Do this’ and more
‘Let’s solve this together.’

SHOW,
DON’T TELL
W
hat is leadership? This
relatively simple question
has been deconstructed
and redefined so many
times that outsiders could be forgiven for
thinking that the academics and authors
studying this topic are just as confused.
But this is a problem. For while leadership
– inspiring others to tread a particular
path – is fundamental to all organisations,
it could be argued it is even more so in OSH
– where the ramifications of not following
processes can be catastrophic. So how can
we know what good OSH leadership is, if to move on, he agrees, is whether this is
leadership is itself so hard to pin down? valid in organisations today.
Experts agree it is no surprise that
N o single definition OSH leadership has historically been
‘There appears to be no unequivocal or dictatorial in nature. ‘OSH, by its nature,
unambiguous definition of safety leadership remains compliance-driven within many
and no definitive statement of the roles and that’s possibly because OSH leadership organisations. Reacting to incidents,
practices of a safety leader,’ proclaimed a has its roots more from taking a very rules-based approaches and telling people
Cranfield University School of Management “transactional” [process-driven] – or “do as what to do can become a habit,’ says
and IOSH study Safety leaders: who are I say” approach, rather than empowering outgoing IOSH president Louise Hosking.
they; what do they do? (Pilbeam et al, 2016). others to come up with solutions,’ he says. ‘When the goal is to reduce occupational
Author Colin Pilbeam hasn’t changed ‘For a long time, safety management injuries, leadership tends to think about
his mind. ‘If I were to generalise, the and safety leadership have been hard things in a very regulatory way,’ adds
profession probably still hasn’t embraced to conceptually differentiate, which has Professor Nora Colton, director of the
newer ideas of leadership – such as “shared tended to favour a “take charge” or “hero University College London Global Business
responsibility” and “authenticity”. But leader” approach.’ Where the debate needs School for Health.

46 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

46-48 Leadership_Nov-Dec 2022_IOSH.indd 46 19/10/2022 15:42


‘However, what our and other research is
now starting to show is that organisations
with a more “transformational” OSH
leadership – championing a vision, and
engendering trust rather than purely
compliance – tend to have lower levels
of workplace injuries.’
Cornerstone consensus
Experts generally agree on the cornerstones
of good health and safety leadership. ‘The
best leaders exhibit values that others want;
they instil belief in people; they sell a vision
and encourage people to do stuff without
them feeling like they’re being asked,’ says
Peter Kelly, former senior psychologist at
the GB Health and Safety Executive (HSE),
now head of programmes at Mates in Mind.
Louise adds: ‘Far better for leaders to
encourage people to work through their
own solutions, take a step back, be creative,
agile and keep adapting if needed.’
Peter says: ‘You can’t expect to be a
leader unless you behave like one. Being
transactional creates discontent; the
qualities of good safety leadership are far
more nuanced – being able to measure a
situation.’ But he also argues good safety
leadership is about being able to ‘challenge
the status quo’.
But is what could be considered an
ILLU STRATION: S HU TTERSTOCK
internal activist what CEOs want? Perhaps
it is all about the presentation. ‘Safeguards
typically exist so people don’t get hurt,’
says Johan Jardevall, CEO of automation
46-48 Leadership_Nov-Dec 2022_IOSH.indd 47
services company Smart Robotics. ‘But
safety protocols seen to exist for their own
sake can often be seen as too rigid. So
being able to explain why they exist – by
having good emotional intelligence [EQ]
– makes a good safety leader.’
Transformational safety leadership is
still largely absent from boards, and this
can be because business leaders still view
safety as a regulatory, rather than cultural/
organisational, issue. ‘Remember,’ he says,
‘leaders are reflective of the overall culture
too, so if the board doesn’t take safety
leadership seriously, this can filter down.’
Better leadership required?
But could more organisations be tuning in
to the need for stronger safety leadership?
‘Positive and proactive leadership has
been pushed as a priority for boards in
recent years, especially because of the
consequences of getting health and safety
management wrong,’ argues Kizzy Augustin,
partner at law firm Mischon de Reya.
‘For health and safety leadership and
performance to be effective, it must come
from the top. Many high-profile cases
that have been prosecuted are based on
failures by senior directors to manage
health and safety well and a distinct
lack of proactive attitudes and practices.
Directors must examine their own
behaviours and the guidance provided
by regulators like the HSE.’
One thing experts agree on is that, as
boards and safety leaders get younger,
a more transformational style of safety
leadership could thrive. Delicia Maxwell
is HSQE [health, safety, environment and
quality] manager at utilities company Aptus
and, at age 34, says she reflects the type of
leadership she knows people now want.
‘Strong, modern leadership is about
involving people. Because we want
everyone to believe in our values, we have a
health and safety committee. We’re not just
the type of organisation that sets out the
rules – even if we have issues. We ask staff
what they think, and all our leaders are
coached in leadership.’
LEADERSHIP
IOSH
professional
standards on
leadership
T he I O S H competency
framework defi nes good safety
leadership as encompassing
‘ visible leadership’ – that is
being able to ‘ demonstrate
confi dence, optimism,
perseverance and personal
resilience as they seek to use
their influence across a wide
range of stakeholders’ . Le aders
need to be able to ‘ establish
a clear case for change,
challenge positively where
required and be able to gain the
respect of others, gaining and
maintaining respect as they go’ .
I t prioritises teamwork ( ‘ creating
a positive, sharing and enabling
environment’ ) as well as being
able to proj ect-manage and
manage change.
‘ H aving the ability to fi nd
ways to gain cooperation and
buy-in to change is central to
the successful implementation
of any initiative, ’ it says.
Fi nally, it values conflict
management as a key skill
too. ‘ T his means being able
to overcome differences in
opinions relating to business
issues and view them as a
healthy part of management
decisions, at both functional
and organisational levels.
‘ I t’ s the responsibility of
O S H professionals to work
to gain clear agreement on
the way forward and ensure
they gain full support for the
agreed outcome.’
IOSH MAGAZINE 47
19/10/2022 15:42
 I NFLU ENC E
Power skills
Gavin Scarr Hall, director of health
and safety at Peninsula UK, an HR and
health and safety services firm, says: ‘The
defining trait among all great leaders
is an underlying social and emotional
intelligence in how they organise,
manage and motivate people. It’s about
looking after people and making sure
their needs [rather than yours] are being
met at work. You cannot be too focused
on the managerial side of things at the
expense of the bigger picture. For some,
this is a challenge when stepping into a
leadership role.’
Everyone’s leadership style will
probably be slightly different, but as
Louise says: ‘Modern leadership requires
us to engage our soft skills, but these
are far from “soft” and I prefer to refer
to them as power skills.’ She adds: ‘I
see OSH professionals wrestle with
this – they revert to an “I know what’s
wrong, so I’m going to tell you” mode. To
me, this is not leadership but autocratic
management. If we are creating lists
of what we believe is wrong, without
engaging others and offering them the
space to think through a situation and
learn, they move into autopilot. We miss
out on opportunities which come from
being creative. Better leadership is about
having the EQ to be more strategic. The
R E S O URCES
IOSH and Cranfield U niversity:
Safety leaders: who are they?;
what do they do?: iosh.com/
media/3 42 4/safety-leaders-who-
are-they-what-do-they-do.pdf
IOSH competency framework:
iosh.com/my-iosh/
competency-framework
48 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
46-48 Leadership_Nov-Dec 2022_IOSH.indd 48
last thing safety leaders want to be seen
as is the compliance police. We have so
much more to offer.’
Perhaps for this reason, Colin says
so-called ‘transactional-transformational’
leadership is a good compromise for
safety professionals. This is where safety
performance (for example, the use of
PPE and safety compliance) is positively
related to mainly transactional safety
leadership practices (such as planning and
monitoring). ‘You need both,’ he argues.
‘It’s a good mix of the command and
control that you need for safety, and the
more motivational element of leadership.’
Future leadership
Dominic Ashley-Timms – CEO of
performance improvement consultancy
Notion – likens the role of a safety
leader to a learning coach. ‘The more
leaders tell people, the more they inhibit
learning,’ he says. ‘The transition to
leadership should encourage others
to flourish. Good safety leaders ask
insightful questions that invite others
to engage and think for themselves.’
Only time will tell if safety leadership
transitions this way, but it does have
growing numbers of proponents.
‘Leadership that creates people who are
the best versions of themselves makes
sense,’ says Lesley Cooper, founder of
WorkingWell [which contributed to the
development of the first HSE management
standards]. ‘Leadership in a world of
increasing volatility should be about
allowing people to have the intellectual
capacity to take risk – in the sense of
thinking about things differently.’
She concludes: ‘The good news is that
OSH professionals are very face-to-face
people, and have the capacity to operate
with more EQ. Those who stimulate
curiosity among their people, and who are
not afraid to show vulnerability, will be the
successful safety leaders of the future.’
Go to ioshmagazine.com/
osh-leadership for the references.
QUICK GUIDE
How to be a
safety leader
A recent international study
on leadership found the key to
emotionally intelligent leadership
is being able to move between
leadership styles as appropriate
( T alogy, 2 02 2 ) . D r J o M addocks, chief
psychologist at T alogy, the human
assessment consultancy that wrote
the study, identifi es three safety
leadership behaviours:
Clear, honest and
frequent communication
‘ E mployees want to know what is
required of them, what the risks are,
and why their employer is asking
them to do certain things. S ome
organisations have been reactive in
communications, which often leads
to anx iety and lack of trust. T oday’ s
safety leaders must communicate
often, honestly and directly.’
Listening and empathy
‘ C ompany supervisors and managers
need to display empathy when it comes
to safety. E mployees may have concerns
about changes in the workplace. A nd
many will fi nd it challenging to adj ust
work habits and routines to new safety
rules. T hey need to be able to ex press
concerns and be heard. S afety leaders
from the shop floor to the C -suite must
ex cel at active listening and seeking
to understand the perspective of their
team members.’
Proactive risk management
‘ T omorrow’ s safety leaders must
be more proactive in their risk
management. I n today’ s workplace,
leaders must be able to develop
contingency plans, build emergency
preparedness and anticipate novel
types of risk.’
19/10/2022 15:42
 DRIVER SAFETY

PUTTING THE BRAKES

ON RISK
We look at how new digital technologies can help
to improve driver safety and reduce accidents, with
practical considerations for IOSH professionals.
WORDS ANDY MCGRATH

D
riving is one of the highest-
risk tasks in any organisation.
According to the GB Health and
Safety Executive (HSE), more
than 5000 incidents involving transport in
the workplace occur in Great Britain every
year. About 50 of these result in fatalities.
Estimates suggest that up to one-third of
all road traffic accidents involve someone
who is at work at the time (HSE, 2022a).
However, digital technology offers
PHOTOG RAPHY: ISTOCK
Vehicle telematics combines hardware
installed in a vehicle and wireless data
transmission that collects information
on how safely someone is driving. These
various systems record longitudinal and
lateral movements and location, using
global positioning systems data to monitor
speeding violations, for example.
New EU vehicle-type approval
regulations are coming into force that
will mandate a range of safety devices on
driver drowsiness/attention warning and
advanced emergency braking (AEB). And
beyond reducing accidents, these tech
solutions can cut costs and increase fuel
efficiency too (drivetech, 2020). Although
not legislation in the UK, the rules are
likely, but are not confirmed, to filter
down, says drivetech head of marketing
Colin Paterson.
Safety drive

possible solutions to drastically reduce most new vehicles sold from 2024. This Large fleets are buying in. Leading UK
human error and accidents by using includes intelligent speed assistance (ISA) public transport provider Stagecoach has
vehicle safety monitoring technologies. options, lane departure warning system, fitted its 4000-strong fleet of double-

IOSH MAGAZINE 49

49-51 Driver Safety_Nov-Dec 2022_IOSH.indd 49 24/10/2022 09:29

 I NFLU ENC E

CA S E ST U DY

Drivetech:
FleetRiskManager
Drivetech is a provider of driver training,
fleet consultancy and training services in
more than 95 countries.

FleetRiskManager (FRM), a web-based

portal that enables organisations to manage
their driving community via dashboards
and reports, as well as vehicle, driver data
and licence checking (drivetech, 2022),
is one of drivetech’s flagship offerings.
Many thousands of organisations in
the UK use FRM, and the business also
supports numerous global fleets in its risk
management programmes.
OSH professionals should be involved
from the start, Colin Paterson (pictured),
Drivetech head of marketing, says. ‘You
get people involved who actually have an
appreciation of duty of care, and health
and safety legislation. Otherwise, it
can become a tick-box exercise.
‘Our role at drivetech is first
and foremost about the human
– and his or her behaviour,
attitude and competence, not
the inherent nature of the decker buses with to increase driver safety by
vehicle they’re driving.’
low bridge detection automatically detecting changes
OSH professionals should note
functionality. It was on the route, including new
the legal mandatory requirement
already using an LED roads, closures and traffic
in the UK and EU to protect anyone
driving on business, whether it’s a company system, akin to traffic lights, on signs. The aim is to avoid risky
vehicle or not (HSE, 2022b; EU-OSHA, the dashboard to give feedback on manoeuvres, hazards and lower
2021). The company also offers a range of manoeuvres (Stagecoach, 2022). the need for U-turns. The system
– typically online – driver training courses, The new system will reportedly combines artificial intelligence
with offerings for car, van, truck, buses use GPS data and mapping and machine learning to update
and coaches. Based on an initial driver risk services to sense whether a bus maps (Amazon, 2022).
assessment, there is a suite of 24 major is headed for a collision or low- ‘Big fleets are rolling out
online e-learning modules available, from bridge route. If so, it will produce telematics all the time very
basic vehicle checks to online driving
an alert to encourage the driver successfully and seeing dramatic
behaviour. ‘It’s a good way of segmenting
to take a different route. reductions in incidents,’
PHOTOG RAPHY: ISTOCK

your drivers quickly and efficiently online,

In June, Amazon announced says Dr Lisa Dorn, associate
and determining who requires more serious
intervention,’ Colin says. its new on-road map and route professor of driver behaviour
‘If you have a fluid workforce, it’s less easy tech, Fleet Edge, which aims at Cranfield University.
to execute and enforce, but still critical and
even more valuable. For the cost of doing
this, you’re protecting your livelihood, your
reputation and you're hopefully saving lives.’

50 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

49-51 Driver Safety_Nov-Dec 2022_IOSH.indd 50 24/10/2022 09:30


Best behaviour
Promoting safe driving with the carrot
rather than the stick is a powerful
approach. For example, alongside
monitoring data, fleet management
solution app Lightfoot gives a score and
creates leaderboards which allows drivers
to compare themselves with friends. The
company claims to reduce accidents by up
to 40% (Lightfoot, 2021).
Observing drivers means they’re more
likely to be on their best behaviour as
they are aware of being monitored. ‘For a
number of psychological and performance
reasons, it’s a great tool,’ Lisa says. ‘You
can give feedback to the individual about
their performance and identify areas
where they could improve.’
However, with in-car technology
increasingly screen-based, there is a
need to minimise distraction. Lisa says:
‘The best telematics providers only
give feedback after a journey, not in
motion.’ And feedback is fundamental to
changing driver behaviour and avoiding
over-reliance on gadgets or lowered
engagement with the task of driving.
Collaboration is key
For organisations, implementation of
GPS WILL SENSE new tech ought to be a collaborative effort
WHETHER A BUS across fleet managers, OSH professionals,
IT and those behind the wheel.
IS HEADED FOR ‘What’s required is that somebody in a
dedicated resource is having consistent
A COLLISION. conversations with drivers to make sure
they get the feedback. Don’t just assume
IF SO, AN ALERT this is going to make your job easier,
that you don’t need to engage with them
WILL ENCOURAGE because it’s all automated,’ says Lisa.
In-vehicle tech employed in isolation
THE DRIVER is no silver bullet. It is most effective in
conjunction with education, training,
TO TAKE A concerted feedback and collaboration.
While telematics can provide data
DIFFERENT ROUTE important for business such as fuel
consumption, OSH professionals should
also ensure any new system includes an
adequate focus on safety measures, such as
data on excessive speed or erratic driving.
49-51 Driver Safety_Nov-Dec 2022_IOSH.indd 51
DRIVER SAFETY
There is an additional need to ensure
telematics providers can substantiate
marketing promises. ‘Ask them for evidence
that their measures of risk actually predict
crash involvement,’ Lisa adds.
In its 2020 report, the UK’s Transport
Research Laboratory found that ‘telematics
systems, drowsiness and distraction
recognition systems, and collision warning
systems have significant potential safety
benefits, but rigorous published evaluation
of safety-focused telematics in the fleet
context is limited’ (Pyta et al, 2020).
Lisa observes that although some
telematic systems have not yet been
the subject of thorough testing, ‘some
automated functions are well regarded
in terms of safety. AEB is one of them,
seeming to reduce rear-end collisions.’
Small cost, big rewards
For Neil Greig, policy and research director
of road safety charity IAM RoadSmart,
such tech is important for reducing road
deaths. The number of deaths on the road
in Great Britain hung steadily at around
1750 between 2013 and 2019 (Department
for Transport, 2019).
‘All this technology that’s been fitted
to new vehicles can’t solve all the
problems on its own,’ Neil says. ‘But if it
reaches its full potential, that would be
a big push to get back on a downward
trend again.’
The consequences of ignoring new
advances that will enhance safety for
organisations that rely on drivers could
be significant. ‘You will find that you have
more incidents, your vehicle wear and tear,
fuel costs and downtime when your drivers
are banned will all go up,’ says Neil.
A small outlay could lead to a big reward
in efficiency and safety. ‘Don’t be afraid of
technology: it’s there to help you,’ he says.
‘If you get the best new vans and cars for
your fleet and encourage your drivers to
use them, then you will see the benefits.’
To view the references, visit
ioshmagazine.com/driver-safety
IOSH MAGAZINE 51
19/10/2022 15:46
 That’s the sound of your company’s reputation hitting another challenge.
But you can manage the risk to your drivers and your business by investing in
world-class fleet consultancy, driver assessment and training. Something we’ve
been providing to businesses worldwide for over 30 years.
We’re part of the AA too, so we know it makes a real difference to you that
your drivers have the knowledge and experience to be amongst the safest
on the road.
It’s important to us because it’s our vision to make our roads safer
for everyone. So let’s work together to protect your reputation,
reduce costs and save lives.

Safer Drivers. Safer Roads.

www.drivetech.co.uk/saferdrivers
email: tellmemore@drivetech.co.uk 01256 610907

p52-53.IOSH_NovDec22.indd 52 18/10/2022 16:14

 World-class driver assessment and training

p52-53.IOSH_NovDec22.indd 53 18/10/2022 16:14

 Build
a better
business
With ESG-related capital growing
by 28 per cent per annum*, it
makes sense to invest in the social
sustainability of your business.
*© Oxford Economics Ltd 2021

Developed in consultation
with global business leaders
our construction courses deliver
the how and why of safety
and health.

To find out more visit

iosh.com/training

p54.IOSH_NovDec22.indd 54 18/10/2022 16:15

 Enhance
DEVELOPING THE SKILLS AND COMPETENCIES OF ALL OSH PROFESSIONALS

What OSH leaders can learn from Sir Edmund Hillary’s ascent of Everest P56 | Understanding the social model of disability
IN THIS
P62 | IOSH explains how it accredits its qualifications P68 | Chris Streatfeild CMIOSH on the OSH opportunities in renewable
S E CT I O N energy P70 | Future Leader Tristin Morrison CMIOSH on the need for soft skills P72 | Talking shop: the four-day week P74

MEMBER IN T ERVIEW

THE WINDS
OF CHANGE
P70
PHOTOGRAPHY: ISTOCK

IOSH MAGAZINE 55

55 Enhance Opener_Nov-Dec 2022_IOSH.indd 55 19/10/2022 15:47

 ENHA
ENH A NC E

In the first part of this

two-part series, Paul
Verrico CMIOSH and
Sarah Valentine set
out a new safety theory
that uses a ‘story’ to
illustrate the need fofor rest,
bservation, plan
observation, planning and
powerment (ROPE).
empowerment

KNOWING
THE ROPES
56 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

56-60 Knowing the ropes_Nov-Dec 2022_IOSH.indd 56 19/10/2022 15:48


While parts of Mount Everest are
technically an easy climb, fatigue
and stress make them dangerous
W
hen the focus is on workers
as the problem in a drive
towards perfection,
factors such as fatigue,
accumulated stress and family pressure are
often ignored. An ascent of Mount Everest
is a useful analogy for safety professionals
in giving a context to directors and
managers to explain this phenomenon.
It is only 70 years since Everest was
first scaled. Sir Edmund Hillary recorded
his account of the climb: ‘After an hour’s
steady going we reached the foot of the
most formidable-looking problem on the
ridge – a rock step some 40ft (12m) high
[now known as the Hillary Step].
‘The rock itself, smooth and almost
holdless, might have been an interesting
Sunday afternoon problem for a group of
expert rock climbers in the Lake District,
but here it was a barrier beyond our
feeble strength to overcome… Despite the
considerable effort involved, my progress
although slow was steady, and as Tenzing
paid out the rope I inched my way upwards
until I could finally reach over the top of
the rock and drag myself out of the crack
on to a wide ledge… As I heaved hard on
the rope Tenzing wriggled his way up the
crack and finally collapsed exhausted at the
top like a giant fish when it has just been
hauled from the sea after a terrific struggle’
(Hillary and Hunt, 1953).
An unaided Hillary Step climb in
isolation was rated as a ‘Class 4’ – the
Yosemite system for climbing difficulty
describes such a climb as ‘simple climbing,
often with exposure. A rope is often used.’
A fall on Class 4 rock could be fatal but is
rarely so – in different circumstances.
PHOTOG RAPHY: ISTOCK / SH UTT ERSTOCK
Why so difficult?
The summit of Everest is 29,028ft
(8849m) above sea level. The Hillary Step
is the last challenge before reaching the
summit; climbers will have spent weeks
56-60 Knowing the ropes_Nov-Dec 2022_IOSH.indd 57
SAFETY THEORY
ascending and descending to acclimatise.
So, by the time they reach this final
obstacle, they will be exhausted.
In his book, Into thin air (2011)
journalist Jon Krakauer describes his
experience of the 1996 expedition during
which six climbers died. He remarks that
‘people’s perceptions of their own abilities
are amazingly far off the mark’ and ‘one
teammate, for example, was reduced to a
helpless, infantile state by his infirmities
and needed extensive help to make it down
to the South Col. And yet he doesn't seem
to remember this; his view is that he was
just fine, that he didn't need any help.’
A little nearer sea level, and on another
continent, the civil case of Michael Eyres
in the UK (EWCA, 2007) highlights the
risks of fatigue. On the day of a road
accident that left him paralysed, he had
arrived at work at 3.30am after four
and a half hours’ sleep, setting off with a
colleague to fit a kitchen in Swindon, 111
miles (179km) away. The pair shared the
driving and work, which was finished at
2.30pm, when the colleague said they had
another job in Sidmouth, Devon, 122 miles
(196km) away. The accident happened in
the evening while Eyres was driving from
Devon to the company’s base in the north
of England. Lord Justice Ward, who gave
the ruling of the Court of Appeal, said Mr
Eyres, who was 20 at the time, was ‘in that
predicament because his employers had
put him there’.
The judge added: ‘This case is a strong
financial reminder to employers of the
need to manage occupational road risk.
Companies need to be sure that their
employees are in a fit condition to drive
and have had adequate quality sleep before
getting behind the wheel.’
R est – the R in R OP E
Van Dongen et al (2003) published
research in 2003 on ‘the cumulative
IOSH MAGAZINE 57
24/10/2022 10:23
 ENHA NC E

cost of additional wakefulness: dose-
response effects on neurobehavioural
functions and sleep physiology from
chronic sleep restriction and total
sleep deprivation’.
A group of 48 healthy adults were
separated into four groups. Each subject
was asked to complete the following task
for a 10-minute period every day for 14
days: press a button, whenever a light
appeared on a computer screen, within
a set period. The results were staggering
T H E I M P O RTANCE OF SL EEP
Sleep deprivation
(see Sleep deprivation study results below).
Fatigue is a reason we struggle to
perform tasks safely. And, just like Sir
Edmund Hillary, what looks like an easy
job is anything but. Rest, therefore, forms
the first element of ROPE – ensuring
teams have adequate opportunity to
recover and take appropriate breaks.
Observation – the O in ROPE
A second factor is the importance of
supervisor observation of workers. We
often overlook the stress that accumulates
during work. Jay Kaplan’s (1991) work with
macaques gives us a clue as to how office
politics can create a Hillary Step moment.
In the late 1980s, the US changed guidelines
for the care of laboratory monkeys. They
had been kept individually in cages, but
a new, required weekly meeting became
a brawl, which induced heart problems.
Kaplan mimicked this in controlled
conditions. Lab monkeys were socially
disrupted. Male monkeys swiftly developed
worsened coronary atherosclerosis relative
to control animals housed in groups of fixed
(stable) membership.
When the same experimental procedures
were applied to males fed a diet low
in saturated fat and cholesterol, the
manipulation of group memberships
similarly led to development of greater
atherosclerosis in the coronary arteries.

study results Robert Sapolsky (2001) found increasing

Sleep deprivation slowed reaction time.

Participants, for brief moments, would stop
responding all together. What Van Dongen et al
(2003) discovered was that slowness wasn’t the
most telling sign of sleeplessness but, rather,
complete lapses (which we now call microsleeps).

Group 1: to someone going 48 hours

Kept awake for 72 hours,
(no sleep for three days)
After 24 hours of no sleep,
missed response rate
increased by more than
400%; after three nights
subjects had catastrophic
impairment. Deterioration
continued and showed no
signs of stabilising.
Group 2:
Allowed four hours
of sleep per night
After six nights of
four hours’ sleep, they
performed as poorly
as Group 1 after 24
hours; after 11 nights of
four hours’ sleep, their
performance was equal
without sleep.
Group 3:
Allowed six hours
of sleep per night
After 10 nights of six hours
of sleep, they performed as
poorly as Group 1 did after
24 hours.
Group 4:
Allowed eight hours
of sleep per night
Maintained a stable, near-
perfect performance for
two weeks.
Worryingly, all the groups
apart from Group 1 had no
perception of how poorly
they were performing.

58 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

56-60 Knowing the ropes_Nov-Dec 2022_IOSH.indd 58 19/10/2022 15:49


C O M I NG UP
In the
next issue
In part two, Paul Verrico
and Sarah Valentine discuss
the vital planning and
empowerment components
of the ROPE acronym, which
hold a safety management
system together.
Fatigue endangers lives – teams need
adequate time to rest and recuperate
56-60 Knowing the ropes_Nov-Dec 2022_IOSH.indd 59
CASE ST UDY
Fatigue: why workers need rest
Many construction workers travel to secure employment, often staying
away from home during the week and working long hours to ensure an
early finish on a Friday – sometimes with dangerous results.
A worker who lived in northern
Scotland secured a contract in Teesside.
The worker had been involved with the
project for seven months, completing
the same routine each week, leaving
home at 1am on a Monday and leaving
work at lunchtime on a Friday. He was
an experienced piling operative and the
designated safety officer.
The incident occurred at 11am on a
Monday while piling an outline for a
tunnel. He was working with the same
site team, had completed the morning
briefing and eaten his usual breakfast.
There was nothing out of the ordinary.
However, he became trapped
between concrete posts, sustaining
life-changing injuries. The subsequent
investigation attempted to determine
why he deviated from the site-safe
procedures he had previously followed.
Application of ROPE theory
While fatigued, the worker struggled to
perform a familiar task safely. Fatigue
causes us to not fully think and consider,
and to cut corners. This scenario was
exacerbated not just by the early start,
but many months of lack of sleep.
The organisation must have been
aware of the worker’s home address and
should have made sure suitable control
measures were in place to manage the
fatigue risk. The investigation found
that no enquiries had been made –
if they had, safeguards could have
been introduced.
A full work schedule was allocated
each week. The worker completed
long days to ensure an early finish on
Friday. This, on top of a 20-hour day
at the start of the week, would have
exacerbated his tiredness. Setting
realistic work schedules is key. The
organisation expected its contractors to
SAFETY THEORY
adhere to unrealistic timescales, which
created additional stress. Organisations
need to take the time to properly plan
work activities to ensure they provide
realistic deadlines.
Organisations should also have regard
to roles and responsibilities. In this case,
the worker could have been placed on
office duties on the Monday rather than
a pivotal role in the piling operations.
Planning considerations should also
extend to competence and resourcing
of work teams.
The worker’s fatigue could have been
identified as a risk indicator through
site observations, monitoring and
oversight. These are effective safeguards
to ensure safe systems of work are
followed and take into account site-
specific hazards. Site observations
allow work to be paused or stopped if
the control measures are not in place.
Supervisor observations should have
identified a failure to follow the safe
systems of work, and highlighted that
workers were suffering from fatigue.
Organisations need to understand the
importance the middle management
tier has in achieving safety assurance.
A key question in the investigation
was ‘Why did no one say anything?’
It is important in an organisation for
workers to feel empowered (the E of
ROPE) to highlight safety concerns. A
failure to encourage workers to speak
up leads to a disconnect between
management and workforce. It prevents
an organisation taking proactive steps
to improve safety systems. It can also
drive negative behaviours from workers,
who form the view that management
does not care, making workers more
likely to cut corners and take on tasks
they are not competent to perform. It
will also lower morale.
IOSH MAGAZINE 59
19/10/2022 15:49
 ENHA NCE
NC E
levels of the stress hormone cortisol
accelerated ageing of the hippocampus – the
area of the brain that helps keep track of
events and remember what happened.
Those who try to get up the Hillary Step face
the danger of falling 10,000ft (3048m) on their
right and 8000ft (2438m) on their left. Stress
is high. There is not enough oxygen for humans
ive for long. Yet those who summit the
to live
tain have acclimatised to those pres
mountain pressures.
We can n find ourselves in a job or completing
c a production line, next to her usual
a task that would have seemed be beyond us
when we started ed our careers.
careers We take on
hat may seem crushing.
responsibilities that
When we are under enormous stress, it
feels like we are out of oxygen.
For the climber, altitude sickness can
strike in the death zone. Severe altitude
sickness is a medical emergency that requires
immediate descent and medical attention.
But doing so can be challenging – climbing
downhill is harder than trekking uphill.
This is a key consideration in ROPE
theory. Helping an individual ‘move down the
mountain’ by reducing their responsibilities
could be difficult as the individual may
fear losing status (altitude). Observing the
behaviour of our teams is very important
if we are to best help them perform. To
understand and enhance mental health, it
is essential to bring together aspects of the
person and the environment – rather than
examining both separately.
The ROPE theory suggests completing
the same tasks repeatedly under different
conditions can be more difficult when
suffering from fatigue, stress or anxiety,
and this can lead to a disaster.
Paul Verrico is head of the global EHS team
at law firm Eversheds Sutherland. Sarah
Valentine is a senior lawyer in that team
and an assistant coroner.
To see the references, visit
ioshmagazine.com/rope-theory-1
60 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
56-60 Knowing the ropes_Nov-Dec 2022_IOSH.indd 60
CASE ST UDY
Stress, anxiety and
effective observation
Without support and supervision, even experienced workers are at
risk of lapses when their personal and work conditions change.
An experienced operative in a food
production firm had been working on
line. She had been promoted during
the pandemic to a senior operative
as her colleagues were shielding.
The line was automated, but cleaning
and product-changing were done
manually. Her shift patterns now
accommodated social distancing,
including split shifts, and her partner
had been unable to work and was
not eligible for furlough, leaving her
responsible for household income. In
addition, her mother had COVID-19
and she was delivering essential
supplies to her daily.
The operative worked six days a
week, including some night shifts,
and was responsible for training
colleagues. While she was one of the
most experienced team members,
she found the new role challenging.
She had received relevant training
and reviewed the risk management
documentation. The organisation
considered her one of their best
operatives but management failed
to check to see how she was. There
had been very little dialogue with
her manager.
In addition, the organisation’s
wellbeing policy was not embedded.
The workforce felt lucky to have a
job; the organisation's ethos was that
the work had to be done and that
mental health concerns were a waste
of time.
The incident occurred just after
9pm. A junior operative caught their
fingers in the belt rollers, sustaining
life-changing injuries. Although the
experienced operative supervised a
product change, she failed to check
the replacement of the belt guarding.
The shift had been running to plan,
with no faults or issues noted. She
had changed products several times
that week and hundreds if not
thousands of times in total.
So why had she failed to follow
the most basic of tasks on the line?
Application of ROPE theory
Everyone experienced challenges
during the pandemic. However, that
evening the operative’s concentration
had lapsed. Stress and/or anxiety can
affect performance and judgement.
Lapses of concentration, panic and
lack of confidence can occur.
Some individuals can work without
showing that they are struggling, but
eventually burnout will occur. The
organisation failed to check in with
the worker, and did not track and
monitor overtime sufficiently.
Check-ins are important as they
allow management to ensure the
wellbeing of the workforce and that
the framework, documentation,
signposting, and services and
guidance are sufficient. Observations ns
must be more than simple
interactions – management should hould
be trained to identify when n someone
erstands the
is facing stress and understands
support available. The e worker could
have been signposted ted to external
agencies to assistst with financial
dcare support and so on.
matters, childcare
mework, alongside an
This framework,
ethos to o ‘look after each other’, is
ortant. It will empower employees
important.
to speak up if they or others are
struggling. A chat with her manager
could have helped and ensured
operations were completed safely.
24/10/2022 09:32
 Follow us on

BIGGER BETTER
NEC, Birmingham 14th – 15th June 2023
100s of suppliers 1000s of products 1 location

Get your FREE TICKET today! Join us at Cromwell Live for all this and more…
• Experience our excellent quality products
Register online at
• Learn about our services
www.cromwell.co.uk/info/cromwell-live-23
• Increase your productivity
for your FREE TICKET or scan the code below:
• Reduce your operating costs
• Explore the latest innovations
• Discover new strategies
• Find powerful workplace solutions
• Gain specialist advice
• Find out how to operate more sustainably

Registration online includes: free entry to the show; exclusive event deals; in-show and post-show discount codes; competitions
with great prizes; exciting in-event experiences and activities; free parking; and lots more.

Cutting Tools Machine Tools PPE & Work Wear Hand Tools & Tool Storage Abrasives & Finishing Products Air & Power Tools Cleaning & Hygiene
Precision Measuring & Test Equipment Fasteners & Fixings Adhesives, Sealants & Tapes Lubricants and Chemicals Welding Equipment & Consumables
Workshop Equipment MRO Supplies Site Maintenance Office Supplies & Packaging Added Value Services Vendor Managed Inventory (VMI) Solutions
Digital Transformation Technical Support Services Corporate Social Responsibility & Sustainability

p61.IOSH_NovDec22.indd 61 18/10/2022 16:16

 ENHA NC E

MIND
THE
GAP
The difference in the employment rates of disabled and
non-disabled people has only decreased by 5% over the
last decade, and hardly at all since 2020. We look at
how OSH professionals can help drive inclusivity.
WORDS CLAIRE MOULDS

A
s the UN prepares to
mark International Day of
Persons with Disabilities on
3 December, how far has the
UK come in achieving a more inclusive,
accessible and sustainable world?
Last year, UN secretary-general António
Guterres focused on how COVID-19 had
exposed barriers faced by the one billion
people with disabilities worldwide and
called for action. The UK government’s
promise to get a million more disabled
people into employment (DWP, 2022)
was achieved five years ahead of schedule,
but the disability employment gap – the
difference in the employment rate between
disabled and non-disabled people – has
yet to significantly fall. In the first quarter
of 2022, it was 28.2% – a drop of
0.5% since the first quarter of
2020, and a decrease of 5.6%
since the same quarter in 2014
(DWP, 2022).
Whether a result of
prejudice, wider constraints or
a lack of knowledge and training
around best practice, it is clear not all
employers are willing, or able, to step up.
‘We get calls all the time from employees
with upper limb and neurological conditions
who cannot type, or whose speech is
affected, who haven’t been given appropriate
technology to overcome these issues, or
from people with physical conditions
being asked to “take the stairs” as
part of a health initiative, and from
employers saying their building
isn’t wheelchair accessible and are
unsure what to do,’ says Angela
Matthews (pictured), head of
policy and research at the Business
Disability Forum.
It is not just about change at an
organisational level, adds Angela: ‘While it’s
vital employers fully embrace inclusivity, we

62 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

62-64 Mind the gap_Nov-Dec 2022_IOSH.indd 62 19/10/2022 15:50


really need a wider, more strategic response
from government. For example, inaccessible
transport connections greatly reduce the
number of working opportunities open to
disabled people and, in turn, the disabled
talent pool that employers can draw from.’
The social model of disability
Disability charity Scope calls this the social
model of disability. The model says that
‘people are disabled by barriers in society,
not by their impairment or difference.
Barriers can be physical, like buildings not
having accessible toilets. Or they can be
caused by people’s attitudes to difference,
like assuming disabled people can’t do
certain things’ (Scope, 2022).
While not every organisation employs
this model, they are legally required to
make ‘reasonable adjustments’ for people
with disabilities (Government Equalities
Office and Equality and Human Rights
Commission, 2013) and remove barriers
preventing them from full participation –
which the social model helped bring into law.
Not everyone is comfortable disclosing a
disability. Last year, the TUC found that one
in eight disabled workers didn’t tell their
employer about their disability. Worryingly,
one in four of these felt they would be
treated unfairly if they did (TUC, 2021).
It’s a situation Matt Clayton TechIOSH
(pictured), compliance and permit office
manager at Wellcome Sanger Institute,
is familiar with. ‘I’d been overlooked for
promotion in a previous role, when I’d
been off sick with diabetes, so for seven
years I didn’t disclose it. In the high-stress
environments I was working in, I did not
want it to affect the way I was perceived and
for it to be seen as a weakness.’ Others may
not want to reveal personal information
for cultural or religious reasons. Angela
explains: ‘It’s a common misunderstanding
among employers and disabled people that
an employee has to reveal their disability
before an employer’s legal duty to make
PHOTOG RAPHY: ISTOCK
reasonable adjustments engages. In fact,
employers are required by law to make these
when they could reasonably be expected
62-64 Mind the gap_Nov-Dec 2022_IOSH.indd 63
INCLUSION
CASE ST UDY
Creating an inclusive workforce
L eading and engagement, ex plains: ‘ W e’ ve
the way in adapted our recruitment processes
creating an so they are more accessible to
inclusive neurodiverse candidates, allowing
workforce notes to be brought into interviews,
that ex tra time to answer and enabling
reflects the questions to be parked and returned
diversity of to. B y levelling the playing fi eld, we
the nation – and benefi ting from don’ t miss talented people.
the varied perspectives, approaches ‘ W e also have adj ustments
to problem-solving and innovative available in our workplace to enable
thinking that this brings – is G C H Q , neurodiverse colleagues to thrive,
the U K ’ s intelligence, cyber and such as mind-mapping software,
security agency. noise-cancelling headphones and
O ne of the biggest employers of voice-to-tex t/tex t-to-voice software.’
neurodiverse people in the country, F or G C H Q , true inclusion and
the organisation values their unique diversity are nothing short of critical.
skill-set, such as having an aptitude ‘ W e simply couldn’ t achieve the
for pattern recognition. J oanna brilliant things we do if everyone here
C avan, director of strategy, policy thought in the same way, ’ J oanna says.
to know an employee has, or may have, who needs one has one. Worse still, I
a disability and it is something that line repeatedly see cases where judgements
managers and OSH professionals are made about different conditions,
need to be aware of.’ where employers fail to consider that
someone with autism or a learning
Creating the disability might need as much
right environment help exiting the building in an
‘Nobody should feel obliged to emergency as a wheelchair user.’
reveal their disability at work, Creating positive, open and safe
but the reality is that employers environments, where people feel
aren’t well versed in common able to talk about their disability if they
conditions like diabetes, let alone rarer ones. choose to, is vital. ‘Trust is key to honest
There’s a huge need for education,’ says Matt. conversations,’ says Matt. ‘You need to know
This lack of awareness could prevent that an organisation genuinely cares about
suitable additional safety controls to support the changes you need to perform to the best
disabled workers being identified, or mean of your ability, wants to make them and will
measures are not implemented or managed do so in a reasonable timeframe.’
effectively. ‘Practice on PEEPs [Personal Ensuring systems are effective,
Emergency Evacuation Plans] remains transparent, visible and accountable further
poor,’ says Angela. ‘Many employers don’t underlines this commitment. ‘Robust
know who has a PEEP or even if everyone processes to regularly review reasonable
IOSH MAGAZINE 63
24/10/2022 09:34
 ENHA NC E
adjustments and maintain any equipment
these require, combined with line manager
and OSH knowledge of procedures and
available support, consistently applied
across an organisation, transform the
workplace experience for disabled people,’
confirms Angela. It’s important employers
instigate dialogue too, as some employees
feel more comfortable sharing information
when asked. Open questions, such as ‘How
can we help?’, give the respondent control
over the topics covered.
Matt adds: ‘My current company
embodies putting people first, so I can
keep them in the loop with changes in
my condition – for example, the recent
heatwave was a nightmare, as insulin
reacts quicker when your veins are more
open – without feeling judged for not
always having it under control.’
Attracting talent
Organisations often fall at the first hurdle
in attracting disabled talent. ‘Every
employer should check their application
systems are succinct, clear and compatible
with a wide range of assistive technologies
[ATs]. Many people using ATs will use
them in their job too and, if the application
system isn’t compatible with how they
communicate and work, they will likely
conclude that your organisation isn’t right
for them,’ says Angela.
An organisation’s recruitment materials
and online presence should also visibly
demonstrate that it promotes disability
inclusion, so potential candidates feel
confident the environment will value and
support them.
‘Being an accredited member of the
Disability Confident scheme can send the
right message to prospective staff, but is
only meaningful if the process of attaining
it is used to transform the experience of
disabled employees,’ warns Angela. ‘It can’t
just be a marketing exercise. Diversity and
inclusion, HR and OSH teams need to
work together and insist that it is led by
senior members of staff across the business
to drive real change.’
64 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
62-64 Mind the gap_Nov-Dec 2022_IOSH.indd 64
A PEER-TO-PEER
SUPPORT NETWORK
ENSURES PEOPLE CAN
SEE ‘SOMEONE LIKE ME’
Establishing and promoting a peer-
to-peer support network ensures people
can see ‘someone like me’ in the team. A
reverse mentoring scheme, where disabled
employees ensure senior leadership hears
first hand how well the organisation is
performing on inclusivity, also sends a
strong message of commitment, while
vocal support at all levels of a zero-
tolerance approach to harassment, bullying
and discrimination offers the reassurance
of a safe working environment for all.
The UK government’s Access to
Work scheme provides grants of up
to £65,180 a year for support beyond
reasonable adjustments for people who
have a disability or long-term physical or
mental health condition. ‘It’s a brilliant,
world-leading scheme, which can be the
difference between people
being in work and leaving,’
says Angela. However, low
awareness of the scheme
among employers and
employees is a huge issue.
As the onus is on the employee
to apply for a grant, it is
important OSH, HR, Diversity
and Inclusion and line
managers promote the scheme
and offer support with forms
and assessments.
‘The grant can include
provision of ATs, but this
will only benefit employees
if a company’s IT systems
are compatible,’ says Angela.
‘Employers must also
provide appropriate working
environments for AT users.
For example, speech-to-text and
text-to-speech software can struggle in noisy,
open-plan offices.’
The GB Health and Safety Executive’s
new guidance for workers who are disabled
or with long-term health conditions also
provides more support. It has information
on starting conversations with workers
and making suitable adjustments or
modifications, as well as links to resources
from partner organisations, including
IOSH’s occupational health toolkit.
Creating an environment where
everyone is supported to reach their full
potential is essential. Angela says: ‘Every
employee should be valued in their own
right. It’s about creating a culture that
welcomes and values all differences, sees
diversity as an asset and where people feel
comfortable being themselves. That’s when
organisations are truly inclusive.’
Campaigns such as IOSH’s Catch the
Wave can help facilitate social change and
demonstrate to customers and the wider
world that organisations put people first.
OSH teams have a key role in breaking
down barriers to ensure all employees can
bring their diversity of experience and
wealth of talent to the table.
To see references for this article, visit
ioshmagazine.com/model-disability
RESOURCES
Equality, diversity and inclusion policy:
iosh.com/media/10451/equality-diversity-
and-inclusion-policy.pdf
Occupational health toolkit: iosh.com/
health-and-safety-professionals/improve-
your-knowledge/occupational-health-toolkit
Rehabilitation, return to work and inclusivity
policy: iosh.com/about-iosh/our-influence/
policy-positions/return-to-work-and-inclusivity
Catch the Wave campaign:
iosh.com/catchthewave
19/10/2022 15:50
 IOSH Managing Sustainably

Is your business fit
for the future?

In an increasingly volatile, uncertain and chaotic

business landscape, smart businesses are
investing in their people.

A report by the International Social Security

Association (ISSA) estimated that every euro
invested in occupational safety and health see
a return of €2.20.

To find out more about this course visit iosh.

com/managingsustainably or scan the QR code.

p65.IOSH_NovDec22.indd 65 18/10/2022 16:17

 Opportunity starts
here with Blueprint –
supporting you on your
professional journey
Our new and enhanced
Blueprint tool will support
you to develop and maintain
your skills and competencies,
fulfil your potential and
advance your career.
Intuitive and easy to use,
Blueprint delivers a raft of
additional information and
insights that will open up a
world of opportunities for
you to explore.
It’s part of the drive from IOSH
to ensure you are supported on
every step of your professional
journey and is just the start of
a whole host of exciting, and
significant, new developments
designed to help you succeed.
Here are just some of the ways
in which Blueprint will support
you in your professional journey.

*This will become mandatory for Chartered Members and Chartered Fellows in 2023.

p66-67.IOSH_NovDec22.indd 66 18/10/2022 16:18

 Assess your skills, plot your career path
and set your professional objectives
By completing your self-assessment on your technical, core and behavioural
competencies – and by setting your own professional objectives – Blueprint will
show you where you meet, exceed or have gaps in your skills. You can then
choose which competencies you want to focus on for your CPD.

A personal development plan unique to you

Based on the output of your self-assessment and the development areas you choose to focus
on, Blueprint will create your personal development plan which will enable you to achieve your
career goals. What’s more, it will signpost you to the best CPD activities to help you succeed.

Develop your skills from over 900 new

CPD resources
Our library has over 900 specially produced resources, written by IOSH’s own safety and
health experts and specialist partners, giving you access to the materials you need to
gain new skills and refresh existing ones.

Demonstrate your commitment to CPD

Whether you use the CPD resources within Blueprint, or undertake other CPD
activities, your personal CPD record will enable you to reflect on your learning in
a purposefully designed CPD record. What’s more, Blueprint will remind you of
activities you need to do.

Demonstrate your ethical standards

By completing the IOSH Ethical Practice in OSH e-learning and assessment*, you can
demonstrate how you apply the highest ethical standards in your role. We encourage all
IOSH members to undertake this e-learning and assessment, which also counts for two
hours towards your CPD.

What’s next?
Keep an eye on your email inbox for more details.

Opportunity starts here

For professionals
For employers
For industry
And mostly for you #YourProfessionalJourney

p66-67.IOSH_NovDec22.indd 67 18/10/2022 16:19

 ENHA NC E
O
SH is taught in a variety
of ways around the world,
through apprenticeships,
professional qualifications
and higher education programmes. The
global education market represents great
diversity of thought, different learning
needs and regional challenges. To celebrate
and recognise these different qualifications,
and to extend choice in the marketplace,
IOSH offers an accreditation service, which
reviews global academic learning standards.
What is accreditation?
Accreditation is the process by which a
professional body approves qualifications
as meeting standards for the profession.
If a qualification is accredited by IOSH,
it means it has matched enough of our
competency framework to receive our
seal of approval. IOSH accredits taught
qualification programmes for two
membership levels: Technical and Graduate
(soon to be ‘Certified’) membership.
Why does accreditation matter
to students and graduates?
Crucially, anyone studying for their first
STRENGTHENING
STANDARDS
IOSH maintains high standards for the OSH
profession. These are the key initiatives and
processes that allow the institution to do this.
68 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM
68-69 Accreditation_Nov-Dec 2022_IOSH.indd 68
‘The service was
have ensured that students will become
recently refreshed, the well-rounded OSH professionals of
starting in 2020, the future, mastering soft skills as well
as technical ones. IOSH is a globally
and is now even better. recognised institution, so students
We recently had our 30th looking to work in different countries can
anniversary’ emphasise their membership and the fact
CHARLOTTE LANGLEY, IOSH EDUCATION that they have an accredited qualification
ACCOUNT COORDINATOR
on their CV and LinkedIn profile. You can
read our student stories here:
IOSH-accredited qualification can
access Student membership to support
them throughout their studies. This
includes access to our Mentoring
platform, the Career Hub and the
Future Leaders Community, as well as
the exclusive Student Member bursary.
Accreditation also offers a clear route
through the IOSH membership grades. DUAL MEAN ING
Students who complete their accredited While IOSH use the word
qualification will meet the academic ‘accreditation’ in relation to
requirements for either Associate/ programme and qualification
Technical membership, or Graduate standards, other countries
membership, with a clearly defined and organisations may use
route to Chartered membership. the word differently.
By aligning our accreditation
eligibility criteria with our competency
framework learning outcomes, we
19/10/2022 15:52

‘While external accreditation is a highly
demanding process, it ensures a superior
student outcome through the external
quality assurance processes and benchmarking’
JANE WHITELAW, ACADEMIC PROGRAMME DIRECTOR, OHS, UNIVERSITY OF
WOLLONGONG, AUSTRALIA
What does accreditation
mean to educators?
The marketplace for OSH qualifications
is crowded, and it can be hard for
prospective learners to choose the right
one. IOSH accreditation helps make
qualifications relevant to prospective
learners and gives additional credibility
in the world of work.
IOSH issues an accredited
programme logo for use on
organisational websites and
promotional materials, so prospective
learners can tell at first glance whether
the qualification has been approved
by the largest professional body for
OSH professionals. This opens doors
within the IOSH networks: students
can benefit from meeting other
OSH professionals and educators
in their local area, as well as being
able to invite guest speakers to their
universities or colleges.
The dedicated IOSH Education
Account team are on hand to deliver
presentations with IOSH volunteers to
learners worldwide about membership
of the organisation and the world of
OSH, and also send regular updates.
What does accreditation
mean to employers?
Anyone recruiting an OSH professional
will need to be able to assess an
individual’s education, skills and
experience. When there are so many
OSH qualifications out there, it’s
important to understand qualification
equivalencies and how an individual’s
qualification compares with one that
IMAG E: ISTOCK
you have more experience of, or one
that you have completed yourself.
68-69 Accreditation_Nov-Dec 2022_IOSH.indd 69
A student at the University of Wollongong
‘Having to choose
a course in a
different country
was tricky. But even when
I was in Brazil, I knew
about IOSH’s reputation
– so, when I saw an IOSH-
accredited qualification,
it was a stamp of
quality and reliability.
And it also gave me the
opportunity to become
a Student Member’
LAÍS LARA VELOSO, HEALTH AND SAFETY
MANAGER, AMAZON
Because the process to secure
IOSH accreditation is tied into our
competency framework, you will be
recruiting someone who has the right
skills, knowledge and behaviours
to influence and drive change in
your organisation.
IOSH accreditation is a way to
ACCREDITATION
evaluate a candidate’s education
profile on a CV. You can use our
accredited qualifications webpage
to look up a qualification, link
to the relevant organisation’s or
institution’s website, and view the
qualification in more detail.
Employers can have peace of
mind during the recruitment
process that, as well as having the
right work experience, a candidate
has gained the knowledge from
their qualification required for
the job.
B enefits for everyone
As OSH has been recognised as a
fundamental principle and right,
the number of OSH qualifications
will continue to expand worldwide.
IOSH accreditation will provide
well-rounded, work-ready OSH
professionals who are ready to
tackle the problems of the future.
And these professionals can
support businesses by making
that future socially sustainable
– and ultimately save lives in
the workplace.
Find out more here: iosh. com/
educators- and- trainers/
get- your- qualification- accredited
‘Accreditation
not only
strengthened
the marketability of
our programmes but
confirmed that they
contained professional
standards needed by
the practitioner in
the field’
BARRY PARASRAM, LECTURER,
CIPRIANI COLLEGE OF LABOUR AND
COOPERATIVE STUDIES, TRINIDAD
AND TOBAGO
IOSH MAGAZINE 69
19/10/2022 15:51
 ENHA NC E

T
he burgeoning wind energy
industry requires a broad range
of expertise. There’s the need to
understand construction in building
these massive turbines, high-voltage systems
and working at height. With offshore wind,
there are maritime considerations. In the
WIND IN
placement of turbines, there’s the added
ingredient of environmental factors. And
even this list doesn’t take into account all the
skills, competencies and knowledge needed
to be an effective OSH professional.
Chris Streatfeild is not short on skills,
THE SAILS
We speak to Chris Streatfeild
knowledge and experience. Over the course
of his 35-year-plus career, he has gained CFIOSH about his health and
specialist professional expertise in areas safety work in the complex
such as heavy industry, manufacturing,
and expanding world of
construction, and health and safety law
– not to mention the subject of his first renewable energy.
degree, environmental sciences. Together,
this meant that in 2008 he was well
INTERVIEW MATT LAMY
placed to be appointed as the first director
of health and safety at the British Wind
Energy Association, now RenewableUK.
globally is going to grow phenomenally. In
Challenges and opportunities the coming decades, it will need hundreds
‘The industry was growing rapidly and of thousands of people. Any industry that
realised that it needed a greater focus on grows will face technical challenges when
safety. That was my remit: to engage with you scale things up. Perhaps the biggest
our members, the industry and the supply challenge we have is making sure that we
chain to raise their awareness of good health have enough people with the right type of
and safety practice. Also, I engaged with skills. In terms of health and safety, while
government and regulators as the industry construction, operation and maintenance
started to grow and develop,’ Chris says. create the most obvious OSH risks, best
‘The key change we have seen in the practice will consider the risks across the
past decade, especially offshore, has been whole lifecycle, from concept/design through
the sheer scale and the size of turbines to decommissioning,’ Chris says.
and projects. But also the industry has
matured in terms of its professionalism Knowledge and skills
and its ability to design, build and operate ‘We will need lots of technical people who
a modern wind farm offshore. It used to can design, install, commission, operate
be called alternative energy – now it is and maintain the technology. But it’s not
a primary energy producer. That is only just the turbines; it’s all the infrastructure
going to increase.’ and supporting assets that every offshore
Chris left RenewableUK in 2016 to set up wind project will need, such as the grid
an independent training and consultancy infrastructure, array cables, the substations,
business, Renewable Safety. He says the vessels. All of these will need technical
the sector’s expansion offers challenges knowledge and skills. Clearly, due to the
and opportunities, especially for OSH nature of the industry, we’re not going
professionals. ‘The industry in the UK and to always have people with specific wind

70 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

70-71 Member Interview_Nov-Dec 2022_IOSH.indd 70 24/10/2022 09:35


WE NEED TO DEVELOP INDIVIDUALS WHO
HAVE GOOD COMMUNICATION SKILLS
knowledge and expertise – we want people
with transferable skills who we can train up
to have the appropriate knowledge.
‘We are going to need people as new
entrants – people coming from college, first
degrees or apprenticeship programmes.
We also want to help people transition
from other related sectors – oil and gas is
the most obvious one, where there are a
lot of synergies offshore. We want to help
people coming from other areas where they
have good technical skills and good safety
skills, such as the military. And we need
to do more to drive further gender and
PHOTOGRAPHY: ISTOCK
cultural diversity, which will help stimulate
innovation and open new pathways for
technology deployment.’
70-71 Member Interview_Nov-Dec 2022_IOSH.indd 71
MEMBER INTERVIEW CHRIS STREATFEILD
For OSH professionals, though, the
range of relevant skills and competencies
falls well beyond just the technical.
‘We also need hard and soft skills,’
says Chris. ‘I see the role of a health and
safety professional as not just about
giving technical and legal and other risk
management advice. It’s about facilitating
others to skill themselves up, or skill their
companies, so they can develop health and
safety competencies within specific roles.’
Not so soft
‘When I link that back to the IOSH
competency framework, a lot of the skills
required by OSH professionals are soft
skills – for example, communication,’ he
adds. ‘We need to develop individuals who
have good communication skills, not just in
a safety context but also being fully aware
of the business and commercial landscape
that the industry or project operates within.
They don’t need to explain to a CEO that
health and safety is important – that was a
conversation from 20 or 30 years ago. What
CEOs need to know are the relevant risks to
their business and how they can use OSH
risk management to solve problems and add
value to the business and wider sector.’
For Chris, what continues to motivate him
is bringing together these different pieces of
the OSH jigsaw against the backdrop of a
dynamic, complex and expanding industry.
‘I’m passionate about helping people
improve their own knowledge and
understanding about health and safety and
risks, so that they can take that knowledge
and understanding and apply it to their own
situation,’ he says. ‘I am also committed to
supporting the growth of renewable energy
technology. And I am dedicated to making
sure that it is done in a safe way, but also in
a positive way, where health and safety adds
value to the overall industry.’
T ECHN OLOGY
How sector
innovation is
driving safety
Wind power is at the forefront of
technological innovations, some
of which directly affect health and
safety. ‘We’re going to see increased
deployment of floating wind power
in ever more challenging locations.
We’re also going to see more
applications such as the development
of hydrogen generation from wind,
with energy storage and other
technologies,’ Chris says.
‘We will also see increasing use
of innovative support technologies.
The most obvious one in terms of
safety is the use of drones. We use
a lot of drones for inspection and
maintenance to avoid the need to
work at height. But they’re going to
be increasingly used for other tasks,
such as transporting essential parts
to wind farms.’
STANDARDS
Leading way
on training
The wind energy industry has its own
set of Global Wind Organisation
baseline training standards. ‘We’re
one of the few industries that has
created a global benchmark of
entry-level health and safety training
standards,’ Chris says. ‘We’re putting
100,000-plus people through that
system. However, the sector will
also need to develop other training
standards to drive up health and
safety knowledge and competence.
The IOSH-approved course Health
and Safety Management: Offshore
Wind, designed and delivered by
Renewable Safety, is an example.’
IOSH MAGAZINE 71
19/10/2022 15:53
 ENHA NC E

How and why did you get

into health and safety?
I trained to be a chef and I was in hospitality
for about six years, but I realised striking
a good work/life balance in the sector is
near impossible. The environmental health
aspect of hospitality interested me and I
decided to study environmental health at
Leeds Beckett University. That’s where I
was introduced to the safety, health and
environmental management course, which
is accredited by IOSH, and I felt much more
drawn to the variety of that industry.

Tell us about your current role.

I work at Premier Risk Services, a health
and safety/risk management consultancy
based in Wetherby, West Yorkshire, with
offices in Edinburgh and London. I’m
a risk control adviser and coordinator,
which entails producing health and safety
documentation and management systems,
carrying out site-based auditing and gap
analysis, and supporting with accreditation
and ISO-based certifications, as well as
Q&A
accident investigations. I’m fortunate
enough to have my time split between site-

TRISTIN MORRISON
based work and office-based support, which
means I get to work in construction, civil
engineering, manufacturing, hospitality and
logistics, as well as a range of other sectors.

You’ve been involved with the

overhaul of Battersea Power Station
– what’s it like working on such a
massive project?
CMIOSH
I was fortunate enough to spend more The Future Leaders Steering Group
than a year on-site on a bi-weekly basis. I
don’t think I’ll experience anything on that
member made the transition from
scale again soon. Your technical knowledge chef to a career in OSH, achieving
is really tested, but the logistical and Chartered status in just two
commercial aspects of an £8bn overhaul
are what I enjoyed being a small part of.
years. He tells us how his consultancy
Managing high standards on site, as well role sped up his progress, and
as the commercial and logistical setbacks why soft skills are the route to
of COVID, made an impact on my soft
skills. Learning how to talk to and work in
a rewarding career.
teams of people was a massive part of my
personal development. INTERVIEW SALLY HALES

72 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

72-73 Future leader_Nov-Dec 2022_IOSH.indd 72 19/10/2022 15:55


Which aspects of the IOSH
competency framework
have you found most useful?
Technical skills are obviously vital but, in
my opinion, core and behaviour skills have
an immediate impact on getting involved
in the industry. I know professionals early
in their careers and in education who
focus so heavily on technical knowledge
they forget health and safety is first and
foremost an interaction with people.
How proud are you to be
an IOSH Future Leader?
Incredibly proud. It’s a role that gives you
the opportunity to push yourself further
and support people hoping to get to where
you are too. It’s a fantastic network.
What lies ahead for
PHOTOG RAPHY: ALAMY
Future Leaders in OSH?
Getting more young professionals into
OSH. IOSH is leading the way in building
72-73 Future leader_Nov-Dec 2022_IOSH.indd 73
networks and support systems, and I think
the hard work the organisation is doing in
highlighting OSH as a rewarding career
choice will shape the industry.
How did you become a
Chartered Member so quickly?
It wasn’t as quick as I’d have liked. I
started at the end of 2020 and I thought
I’d have it wrapped up in six months. I bit
off more than I could chew. I knew my role
would have a massive impact on supplying
evidence because I get to work in so many
industries. I made an effort to reach out to
IOSH to find out what the process would
involve, so I could start gathering evidence
before I took the plunge since you only
have two years to do it.
What are the benefits of
being a Chartered Member?
It’s a direct link to becoming an OSHCR
[Occupational Safety and Health
Consultants Register] registered
consultant. It also lends weight to
your opinions when dealing with
upper management and director-level
stakeholders, which is worth its weight
in gold when you’re a young professional.
The biggest impact I’ve felt is confidence
in myself. If Chartered status wasn’t such
a big thing, everyone would have it.
What about the profession
do you find most rewarding?
And most challenging?
You’d think it was the large-scale projects
but it’s the smaller end of the scale I enjoy
most. When small firms come on board
and need OSH support, being a part of
that journey where you see a direct impact
is fantastic. On the other hand, my role
HEALTH AND SAFETY IS
FIRST AND FOREMOST
AN INTERACTION
WITH PEOPLE
FUTURE LEADER TRISTIN MORRISON
T RIST IN ’S TO P T I PS
How to get
help on way
to Chartered
membership
Get a mentor
1 It can be humbling if you haven’t
researched the process and how
long it takes. A mentor really
makes a difference in supporting
you and managing your ambitions
at a realistic level.
Get experience
2 in a consultancy
I must have sent out more than
30 direct emails to companies in
my accessible area. Two got back
to me and fortunately one is
where I work now. I went in
expecting nothing but the
experience itself. It isn’t necessarily
easy but doing this shows that
you value the work and the
opportunity, which is precious
if you don’t have a role in industry
or a role with varied duties.
can be very reactive, being involved
in investigations following injuries or
fatalities on site. As a third party it can be
difficult because you are critical of what
could/should have been implemented to
prevent it in the first place.
What are your ambitions?
In the spirit of biting off more than I can
chew again, achieving CFIOSH before I’m
30 is definitely a goal. I’m also fortunate
enough to be a part of a great firm that is
growing and offering me progression, so I
couldn’t ask for more. I’d like to continue
my IOSH volunteering and venture into
mentoring in the future.
IOSH MAGAZINE 73
24/10/2022 09:35
 TA LK I NG S H O P FOUR-DAY WEEK

ALICE GUNDAVDA CMIOSH ANDY HOOKE CMIOSH

Health, safety and wellbeing manager, Health and safety consultant, WorkNest
Cumbria County Council The introduction of a four-day working week
Recent research suggests businesses in many organisations can bring a lot of
can be just as productive if they positives and encourage a shift in attitudes
adopt a four-day working week (Lockhart, towards flexibility.
2021). Long-term benefits include less work- This is not without risks, though. It needs
related stress and improvements in employee to be recognised that, in some situations,
wellbeing. Working fewer hours could also it could create problems – particularly in
reduce the likelihood of accidents at work terms of excessive pressure to complete
and sick leave taken. Some research suggests tasks in less time, which may manifest
a four-day week can lead to improved sleep as workplace stress.
hygiene and allow more time for exercise and An organisation needs to properly
healthier eating (Bashforth, 2022). assess the risks to make a fully
Some industries could instead informed decision and put
provide flexible working mechanisms in place
arrangements; this may give to support workers

WORKLIFE
similar advantages to a four- to ensure their mental
day week while maintaining wellbeing is not
operational viability. negatively affected.

A four-day week is being trialled

in the UK. What long-term
health and safety implications
FRASER could be created by its adoption BRETT S EDKINS
in the workplace? Four CMIOSH
MORRISON industry leaders offer Head of health and safety,
CMIOSH London Projects
Director and consultant,
their thoughts. I foresee and believe that
M2 Safety Consultants Ltd four-day weeks will enable better
If the company you work for chooses concentration due to reduced fatigue,
a four-day working week, this would mean as well as improve wellbeing. This should,
condensing the working hours into four days, thus in turn, result in reduced rates of harm.
extending the working day. As a result, a person’s working There will certainly be a difficult period during
hours could be far longer over these four days – and above their which companies adjust training and other
contracted hours – if clients and suppliers are still working five management aspects to accommodate the shift
days. For example, if a company is working a four-day week but to a more dynamic workforce and working
a client isn’t and work needs to be done, employees may work environment. It is during this phase that the
that ‘day off ’ or work exceptionally long hours to meet deadlines. hardest work will be required to make
I feel everyone in a supply chain or industry would need to four-day weeks a success – especially within
work similar hours and days to get the maximum benefit for the construction industry. But all is achievable
employees. If not, it may add more stress for employees to work with dynamism and open-mindedness.
longer or work on the ‘extra’ day off to meet deadlines.

What are the OSH implications

HAVE YOUR SAY… of a four-day week? Let us know ioshmagazine.com/talking-shop/four-day-week

74 NOVEMBER/DECEMBER 2022 | IOSHMAGAZINE.COM

74 Talking Shop_Nov-Dec 2022_IOSH.indd 74 19/10/2022 15:56

 Noise changes lives. Together, we
can prevent the damage it causes
to people’s hearing.
At Cirrus Research, we can make measuring and monitoring
noise easier for you, helping you to keep people safe from the
dangers of excessive exposure.

); rub7; o†uv;Ѵˆ;v om 7;vb]mbm] -m7 1u;-ঞm] vo†m7 l;-v†ubm]

equipment that is accurate and easy-to-use. From sound level meters
-m7mobv;7ovbl;|;uvķ|omobv;-1ঞˆ-|;7‰-umbm]vb]mv-m7u;lo|;
monitoring instruments, we’re here to help you protect your people.

When using Cirrus Research monitoring equipment, you can

]†-u-m|;; |_-| ‹o†u 7-|- ‰bѴѴ v|-m7 †r -]-bmv| v1u†ঞm‹ķ -m7
|_-| b| bv 1olrѴb-m| ‰b|_ |_; u;Ѵ;ˆ-m| bm|;um-ঞom-Ѵ v|-m7-u7vĺ

;m;C|=uolo†uv|u-b]_ou‰-u77-|--m-Ѵ‹vbvvo[‰-u;ķobv;$ooѴvķ
‰_b1_bvѴb1;m1;Ŋ=u;;ķ-m7l-h;v-m-Ѵ‹vbm]-m7v|oubm]‹o†u7-|-ķ-m7
1u;-ঞm]u;rou|v;-vb;u|_-m;ˆ;u0;=ou;ĺ

);Ľu; vo 1omC7;m| bm |_; r;u=oul-m1; o= o†u bmv|u†l;m|v |_-|
;-1_ o= |_;l 1ol;v ‰b|_ - market-leading 15-year guarantee.

Learn more and download a FREE eBook

today: bit.ly/CirrusIOSH22

sales@cirrusresearch.com www.cirrusresearch.com +44 1723 891655

p75.IOSH_NovDec22.indd 75 18/10/2022 16:20

 “Informative and easy to put directly
into practice.”

“Brilliant training provider, easy to

use and very helpful. We have trained
DOORXUVWDϑLQ,26+FRXUVHVWKURXJK
+64(+LJKO\5HFRPPHQGWKHLU
services.”

³+64(/WGKDYHEHHQEULOOLDQWO\
supportive whilst I was completing my
course. My Advisor was always there
to give advice on course requirements
and tips on how to ensure I was
completing assignments correctly.
Fantastic, supportive company
who puts learning at the heart of
everything they do!”

VitalSkills.co.uk is an
online training platform
from HSQE Ltd.

We have a wide range of

2XULQKRXVHWHDP 2XUFRXUVHVDUH 2XUFRXUVHVZRUN ,26+,(0$5R63$,$73
RI,(0$DQG,26+ 100% online and RQ3&VWDEOHWVDQG and CPD approved/assured
approved tutors FDQEHVWDUWHG smartphones (internet WUDLQLQJFRXUVHVDYDLODEOH
support your learning immediately access required) for an immediate start.

2XULQKRXVHVXSSRUW <RXJHWDGDVKERDUG We are rated Approved Approved

Approved
team provide WKDWHQDEOHVFRXUVH µ2XWVWDQGLQJ¶E\,26+ training training
training
assistance 7 days a FRPSOHWLRQVWREH and score 4.84 out of centre provider
provider
ZHHNIRUFXVWRPHUV monitored RQUHYLHZVFRXN 980
980

6FDQWKH

9LWDO6NLOOVFRXN 45FRGH
for more
information

p76.IOSH_NovDec22.indd 76 18/10/2022 16:21