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set out in this section. The manner and extent to which the individual elements will be applied will depend on factors such as size of the organisation, its management structure, the nature of its activities and the risks involved. Policy And Commitment The organisation should prepare an occupational health and safety policy programme as part of the preparation of the Safety Statement required by section 20 of the 2005 Act. Effective health and safety policies should set a clear direction for the organisation to follow. They will contribute to all aspects of business performance as part of a demonstrable commitment to continuous improvement. Responsibilities to people and the working environment will be met in a way that fulfils the spirit and letter of the law. Cost-effective approaches to preserving and developing human and physical resources will reduce financial losses and liabilities. In a wider context, stakeholders' expectations, whether they are shareholders, employees or their representatives, customers or society at large, can be met. Planning The organisation should formulate a plan to fulfil its health and safety policy as set out in the Safety Statement. An effective management structure and arrangements should be put in place for delivering the policy. Health and safety objectives and targets should be set for all managers and employees. Implementation And Operation For effective implementation, organisations should develop the capabilities and support mechanisms necessary to achieve its health and safety policy, objectives and targets. All staff should be motivated and empowered to work safely and to protect their long-term health,
There should be a shared common understanding of the organisation's vision. which allows all employees and their representatives to make a responsible and informed contribution to the health and safety effort There should be a planned and systematic approach to implementing the health and safety policy through an effective health and safety management system. The visible and active leadership of senior managers fosters a positive health and safety culture. they should be minimised by the use of physical controls and safe systems of work or. Specific actions to promote a positive health and safety culture should be identified.not simply to avoid accidents. including individual behaviour and performance). plant and substances) and software (people. monitor and evaluate its health and safety performance. values and beliefs. through the provision of personal protective equipment. The aim should be to minimise risks. equipment and processes. Performance standards should be established and used for measuring achievement. Risk assessment methods should be used to determine priorities and set objectives for eliminating hazards and reducing risks. Performance can be measured against agreed standards to reveal when and where improvement is needed. If risks cannot be eliminated. Self-monitoring looks at both hardware (premises. risks should be eliminated through the selection and design of facilities. as a last resort. The arrangements should be: y y underpinned by effective staff involvement and participation sustained by effective communication and the promotion of competence. If controls fail. Measuring Performance The organisation should measure. reactive monitoring should find out why . Active self-monitoring reveals how effectively the health and safety management system is functioning. Wherever possible. procedures and systems.
visit the Health and Safety Authority website by clicking the links in the Associated Links section of this page. The objectives of active and reactive monitoring are: y y to determine the immediate causes of substandard performance to identify any underlying causes and implications for the design and operation of the health and safety management system. that could have caused harm or loss. Step 2: Organise your staff . The organisation can learn from relevant experience and apply the lessons. Performance should be assessed by: y y internal reference to key performance indicators external comparison with the performance of business competitors and best practice in the organisation's employment sector.they failed. There should be a systematic review of performance based on data from monitoring and from independent audits of the whole health and safety management system. ill-health or incidents. There should be a strong commitment to continuous improvement involving the development of policies. Longer-term objectives should also be monitored. so that its overall health and safety performance improves constantly. by investigating the accidents. systems and techniques of risk control. These form the basis of complying with the 2005 Act and other statutory provisions. For further information. Auditing And Reviewing Performance The organisation should review and improve its health and safety management system continuously.
experience and other qualities to carry out the work safely. written and visible. training and advisory support. _ Ensure that managers. are adequately instructed and trained. supervisors and team leaders understand their . _ Arrange for access to sound advice and help. instruction and supervision. The four 'Cs' of positive health and safety culture 1 Competence: recruitment. including your managers. securing commitment. _ Ensure that people doing especially dangerous work have the necessary training. _ Identify people responsible for particular health and safety jobs especially where special expertise is called for. 4 Communication: spoken. supervisors and temporary staff. Competence _ Assess the skills needed to carry out all tasks safely. 3 Co-operation: between individuals and groups. driving fork-lift trucks.To make your health and safety policy effective you need to get your staff involved and committed. _ Carry out restructuring or reorganisation to ensure the competence of those taking on new health and safety responsibilities. 2 Control: allocating responsibilities. _ Provide the means to ensure that all employees. eg doing risk assessments. This is often referred to as a 'positive health and safety culture'. Managing health and safety 3 of 7 pages Control _ Lead by example: demonstrate your commitment and provide clear direction let everyone know health and safety is important.
hse. writing procedures and solving problems. Ask yourself: 1 Have you allocated responsibilities for health and safety to specific people . _ Co-ordinate and co-operate with those contractors who work on your premises. risks and preventive measures to employees and contractors working on your premises.are they clear on what they have to do and are they held accountable? 2 Do you consult and involve your staff and their representatives effectively? 3 Do your staff have sufficient information about the risks they run and the preventive measures? 4 Do you have the right levels of expertise? Are your people properly trained? 5 Do you need specialist advice from outside and have you arranged to obtain it? http://www. _ Be 'visible' on health and safety.gov.pdf . _ Ensure everyone knows what they must do and how they will be held accountable .if you have one. _ Discuss health and safety regularly.uk/pubns/indg275. Co-operation _ Chair your health and safety committee . Communication _ Provide information about hazards.set objectives. Consult your staff and their representatives.responsibilities and have the time and resources to carry them out. _ Involve staff in planning and reviewing performance.
act today: don't react to an accident tomorrow. It has strong similarities to quality management systems used by many successful companies. It can help you protect people and control loss.Conclusion This approach to managing health and safety is tried and tested. How well did you answer the questions about each step? If you think there is room for improvement. All five steps are fundamental. .
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