Introduction – What is Health and Safety?

• Health
• physical and social well being
• Safety
• freedom from unacceptable risk of harm
• Welfare
• looking after peoples’ basic needs
• Environment
• the surroundings in which an organisation operates
Definitions
• Accident
• An unplanned, unwanted event which results in a loss of some kind
ILO Definitions
• Occupational accident - an occurrence arising out of or in the course
of work which results in
• Fatal or non-fatal occupational injury
• Occupational injury
• death, personal injury or disease
• resulting from an occupational accident
• Commuting accident
ILO Definitions
• Near miss
• An unplanned, unwanted event that had the potential to result in a loss
• Dangerous occurrence
• Event as defined under national laws and regulations, with potential to cause
an injury or disease to persons at work or the public
• Occupational disease
• A disease contracted as a result of an exposure to risk factors arising from
work activity
Definitions – Hazard and Risk
• Hazard
• something with the potential to cause harm
• Risk
• the likelihood that harm will occur, and
• the severity of harm
Why Manage Health and Safety?

Moral Legal Financial

reasons reasons reasons
1. Moral
• Estimated world labour force 2,400 million
• 334,000 fatalities
• Estimated work-related disease mortality
• 992,000
• Estimate for all work-related deaths is 1.3 million
• 3500 + per day
2. Legal
• A body of rules that aim to regulate the behaviour of society
• Civil law
• compensation payments
• Criminal law
• punishment
Civil Law
• Compensation payments
• Action by an individual against another individual or body
• Civil courts
• Insurance schemes to pay damages
• Punitive damages
• where a Defendant has broken the law such as …
• an abuse of power by a government employee …
• or conduct motivated by a focus on profit
Liability
• Fault liability - the Claimant must show that
• they were owed a duty of care
• the duty of care was breached
• the breach of the duty of care led to the injury or loss
• No fault liability
• Employer liable for actions of employees
Criminal Law
• Punishment
• Offence against society
• Minimum standards
• Prescriptive
• Goal setting
• Punishments
• Fines
• Imprisonment
• Etc
3 - Financial Reasons
• Economic losses are equivalent to 3% of world's gross national
product
• Shattered families and communities
• Cost of absenteeism, medical treatment, disability and survivor
benefits

Loss Sales @ 1% Sales @ 2% Sales @ 4%

25,000 2,500,000 1,250,000 625,000

The Hidden Cost to Employers
• Insured costs
• Injury, ill-health, damage
• Uninsured costs
• Product/material damage
• Plant/building damage
• Legal costs
• Emergency supplies
• Site clearance
• Production delays
• Overtime
• Investigation time
• Clerical effort
• Loss of expertise
Employers Liability Compulsory Insurance (UK)

• Insurance is increasingly expensive

• claims have increased
• about twice the rate of premium increases
• Limited liability which may be linked to performance
• “implied” or “expressed” terms
• breach of legislation makes policy void or avoidable
• Compulsory in most cases
Frameworks for Regulating Health and Safety

• The European Model

• goal setting
• The American Model
• prescriptive
• The International Labour Organisation
• common
The European Model

• Directives introduced which contain the principles and objectives to

be attained by national legislation in each Member State
• Chemical Agents Directive
• Physical Agents Directive
• Carcinogens Directive
• UK
• HASAWA 1974
• Management Regulations
The American Model

• OSHA establishes a prescriptive standard

• and local State Law
• Process Safety Management Standard
• Process safety information
• Process hazards analysis
• Operating procedures
• Training
International Labour Organisation

• UN body establishes and maintain international standards on labour and social

issues in the form of
• Conventions (mandatory)
• Recommendations (not mandatory)
• Codes of practice and reference manuals (not mandatory)
• Standards are often adopted by countries with limited existing law
Enforcement
• Informal
• verbal
• in writing
• Formal
• improvement notice
• prohibition notice
• prosecution
Implementation of Legislation

• Factors that will influence enforcement include

• an adequate number of trained and competent regulators
• development of information resources in hazard controls to employers
• uniformity of approach
• setting targets for future improvement
• fostering co-operation between the parties involved
International and National Standards

• Labour and product standards

• ILO-OSH 2001
• Guidelines on Occupational Safety and Health Management Systems
• European standards
• CEN
• CENELEC
Sources of Information
• Employers should provide employees with relevant and
comprehensible information on
• Risks arising from the work
• Risk control measures
• Emergency procedures
• Names of competent persons
• Risks from third parties
Sources of Information
• Internal
• Risk assessments
• Policies
• Inspection reports
• Medical records
• Accident records
• Safety committee minutes
• Plant registers
• Health and Safety Practitioner (Advisor/Officer etc)
• Health and Safety Representative
• Company safety library
Sources of Information
• External
• Government sources
• National Safety Organisations
• Suppliers and manufactures
• International, European & British Standards
• Consultants and specialists
• Worker insurance companies and unions
• The internet
Health and Safety Management
• ILO-OSH 2001
• OHSAS 18000
• HSG65
• Management systems
• align health and safety objectives with business objectives
• establish a framework for health and safety management
• establish a set of effectively communicated policies, procedures and objectives
• establish a continuous improvement framework
• provide an auditable baseline for performance
Main elements of ILO-OSH 2001 management system

1. Policy
2. Organising
3. Planning and implementation
4. Evaluation
5. Action for improvement
• Emphasis on continual improvement
Main elements of ILO-OSH 2001 management system

1. Policy
• A business plan for safety
• In three parts
• Statement of intent
• Organisation and responsibilities
• Arrangements for health and safety
Main elements of ILO-OSH 2001 management system

2. Organizing
• Competence - in recruitment, transfer and training
• Control - commitment to the management of health and safety
• Co-operation – internally and externally
• Communication - flow in all directions
Main elements of ILO-OSH 2001
management system
3. Planning and Implementation
• Setting objectives
• Identifying hazards
• Assessing risks
• Implementing controls
Main elements of ILO-OSH 2001
management system
4. Evaluation
• Active monitoring
• Reactive monitoring
• Audit
• Review
Main elements of ILO-OSH 2001
management system
5. Action for Improvement
• Preventive and corrective action
• Continual improvement
Health and Safety Management Systems

• OHSAS 18001: 2007

• Occupational Health and Safety Assessment Series
What is a Health and Safety Policy?
• Objectives
• protect people from injury and ill health
• comply with legal requirements
• manage health and safety
Policy Layout
Communicates the
1. Statement of importance of and
Intent commitment to health
and safety

Who is responsible
2. Organisation for what

How the policy is

3. Arrangements to be
implemented
Policy – Statement of Intent
• The importance of health and safety
• Management intentions
• provide safe and healthy working conditions
• Commitment to
• effective leadership
• continuous improvement
• complying with the law
• allocating resources
• communication and consultation
• Recognition of personnel
Policy – Organisation
• Identify key roles
• Clearly define roles and responsibilities
• of management and workers
• Identify competent persons
• Person(s) appointed to provide assistance
• Safety Representatives
• Representatives of Employee Safety
• Health and Safety Committee
• Specify training requirements
• Identify external sources of advice
• Identify the role of emergency services
Arrangements
• Detail of how responsibilities • Monitoring
will be carried out • inspections
• Planning • noise, hazardous substances,
etc
• annual plan
• accident statistics
• Organising
• Reviewing
• consultation
• regular review
• training
• Controlling
• risk assessment
• common hazards
• contractors
The Role of Health and Safety Policy in Decision Making

• Targets
• Specific
• Measurable
• Achievable
• Realistic
• Time bound
• Rates of injury
• Incidence rates
• Frequency rates
Benchmarking
• Measurement tool to compare performance internally or externally
• identify key performance indicators
• ensure monitoring procedures are effective
• feed in to the continuous improvement cycle
• provide the ability to identify normal practice among peer businesses and to compare
performance
• avoid making mistakes by learning lessons from others
• generate management focus, interest and, therefore action
• gain the confidence of stakeholders
Review
• Dynamic, living document
• Review if change to
• organisational structure
• working arrangements
• premises
• legislation
• as a result of monitoring or enforcement
• periodically
Ineffective Policies
• Policy not driven by management
• No objectives set
• Health and safety not given priority
• Lack of resources
• Content not understood
• Emphasises employee responsibilities
• Lack of monitoring
• Lack of awareness
• No management training
Organisation
• Infrastructure required to achieve organisational goals
• internal parties
• external parties
• Inputs
• Processes
• Outputs
Roles and Responsibilities
• Internally
• Employer
• Directors and Senior Managers
• Middle Managers and Supervisors
• Health and Safety Advisor
• Externally
• Persons in control of premises
• Self employed
• Supply chain
• Clients and contractors
 Provide a safe
workplace

Provide safe work

Do not levy
equipment and
charges
substances

Duties of
Employers
Provide information,
Provide
instructions,
consultation
training, supervision

Provide Provide
emergency adequate
procedures welfare facilities
Duties of Employees
• Co-operate with their employer
• Consult with their employer
• Report dangerous situations
• Receive information etc
• Take care for the health and safety
• of themselves and others
Controllers of Premises
• Premises are safe
• Safe access and egress
• Plant and substances are safe
• and without risk to health
Designers, Manufacturers, etc
• Ensure articles and substances are safe
• and without risk to health
• Carry out testing
• Provide information on their products
Health and Safety Advisers
• Health and Safety Advisers should
• be trained and suitably qualified for the level of risk
• maintain adequate information systems
• interpret the law in the context of their own organisation
• establish management and risk control systems
• establish and maintain procedures
• present their advice independently and effectively
Relationships Outside the Organisation
• Enforcing Authority
• Equipment
• Firemanufacturers
Service and suppliers
• Clients •and
Insurance companies
customers
• • Contractors
The Police
• External consultants
• Occupational health practitioners
• Architects and engineers
• Members of the public
• The media
Management of Contractors
• Problems arise because of
• Unsuitable methods of selection
• Poor planning and agreement over the method of carrying out the work
• Poor communication regarding risks
• Poor monitoring or supervision
Management of Contractors
• Client Responsibilities
• Contractor•Responsibilities
H&S of employees
• contractor employees
• H&S of employees
• public or third parties
• client employees
• public or third parties
Type of Contract
• Labour only
• Fixed price
• Totally separate sites
Five Steps to Managing Contractors
Step 1 – Selecting a
Contractor

Step 2 – Planning the Job

Step 5 – Reviewing
the Contractors
Performance
Step 3 – Controlling
Contractors on Site

Step 4 – Checking
Contractors Work
Health and Safety Culture
• Culture is
• “the product of individual and group values,
attitudes, competencies and patterns of
behaviour that determine the commitment to,
and the style and proficiency of, an organisation's
health and safety programmes”
• “the way we do things around here”
Health and Safety Performance
• Safe place
• Safe person
Number of Accidents

Technical improvements (hardware)

Process and procedural safety (software)

Human factors

1970s 1980s 1990s 2000s

Influences on Behaviour at Work

INDIVIDUAL
Competence, skills
personality, attitude,
ORGANISATION perception…..
Culture, leadership,
resources, work patterns,
communications….. JOB
Task, workload, environment,
display and controls,
procedures…..
Positive Culture
• Tangible outputs
• increased
• compliance with rules and procedures
• staff morale
• reduced
• staff complaints
• staff turnover
• absenteeism
• sickness and accident rates
Organisational Factors
• Planning
• Organising
• Controlling
• Monitoring
• Reviewing
Internal Influences
• C_________?
• C_________?
• C_____?
• C_-_________?
• C_____________?
• Production/service demands?
External Influences
Society’s
expectations
Economic Political
conditions priorities

Unions and The Legislation

and
Stakeholders
Organisation enforcement

Insurance Agencies
companies
Pressure
groups
Cultural Change
• Factors include
• senior management commitment
• ownership of health and safety at all levels
• effective communication
• health and safety training
• shared view of risks and acceptable behaviour
• learning from experience
• balance of health and safety and production
• external factors e.g. economic climate
Management Commitment
• Factors include
• robust management system
• senior management leadership by example
• targets for each manager
• management training
• provision of resources
• measurement of targets
• recognition of good performance
Leadership and Example
• Ensure health and safety is a key business priority
• Visible senior management commitment
• Involve senior management in monitoring performance
• Develop a trusting relationship with staff
• Co-operation between management and workers
• Measure senior management performance
Job Factors
• Ergonomics
• Extent of decision making
• Procedures, information and instruction
• Working environment
• Maintenance of workplace and equipment
• Working time
Ergonomics
• The study of humans and how they interact with
• work equipment
• work environment
• work method
• Design task to fit human
• good posture
• reduce human error
• Controls and information
• Faults and emergencies
• Visible and understandable
• Feedback
• Logical layout
• Consistent and expected
Extent of Decision Making
• Individual capability
• Complexity of the job
• Degree of automation
• Knowledge of risk
• Encouragement to seek assistance
• Availability of information and assistance
Procedures, Information and Instruction
• Clear, unambiguous, understandable
• Consulted for clarity and workability
• Monitored for compliance

SAFE SYSTEM OF WORK

The following safe system of work
shall be used when removing
swarf from machines:
1 ……………………………………………
2 ……………………………………………
3 ……………………………………………
Working Environment
• Physical stresses imposed by poor working conditions
• heat/cold
• noise
• lighting
• fumes/dusts etc
Maintenance and Working Time
• Poor maintenance
• Poor housekeeping
• Unsociable hours
• Fatigue
• Recovery period
Individual Differences
• Physical • Socio-cultural
• age • education
• physique • experience
• physical condition
• home life
• gender
• peer groups
• Psychological • job satisfaction
• attitude
• job security
• aptitude
• motivation
• perception
• personality
Personal Factors Increasing Risk
• Poor attitude to work
• Low motivation
• Inadequate physical capabilities
• medical conditions
• lack of stamina/strength
• Inadequate mental capabilities
• poor reasoning
• Poor perception of risk
• alcohol or drugs
• Immaturity
• Lack of training and/or experience
Attitude
• Attitude
• “the tendency to respond in a particular way to a given situation”
• Influences
• background
• personality
• anxiety
• experience
• expectation
• peer group
Ability and Aptitude
• Ability
• capacity to perform a particular physical or mental function
• Aptitude
• natural predisposition towards an ability
Perception
• Perception
• “the way people interpret and make sense of presented information”
• sensory input
• mental processing
Perception
• Factors affecting perception
• nature of the hazard
• previous experience
• familiarity with the situation
• feeling “in control”
• level of training
• peer pressure
• confidence in others
• personal characteristics
Perception
• Improving employee perception
• increasing awareness of hazards
• involving people in the risk assessment process
• increasing knowledge
• identifying reasons for employees' misperceptions
• addressing environmental factors
Motivation

• “The driving force behind the

way a person acts in order to Self
achieve a goal” realisation
achievement

Self esteem
ego, status

Social
group affinity

Safety
emotional Maslow’s Hierarchy
and physical
of Needs
Physiological
basic needs
Reasons for Non Compliance
• Lack of motivation
• Unrealistic working procedures
• Lack of management commitment
• Over-familiarisation with the task
• Repetitive work
• Peer group pressure
• Inadequate or ineffective supervision
• Fatigue and stress
• Lack of information, training and consultation
• Job insecurity
Human Failures
Slips of
Skill based action
errors Lapses of
memory
Errors
Rule based
Mistakes
Human Knowledge
based
failures
Routine

Violations Situational

Exceptional
Reducing Human Error and Violations
• Competence
• Motivation
• Role clarity
• Supervision
• Information and instructions
• Drugs and alcohol prevention policies
• Environmental conditions
• Task design
Age and Experience

Age Issue

Below 18
 not fully developed
years old
 may perceive risk in a different way
 less experienced

 learning and developing skills and experience

20’s to  growing in maturity
30’s  new skills and unfamiliar routines may cause rule based
mistakes

 working for over 20 years

40’s to  experienced with the work, workplace and risks
50’s  may be over-familiar
 new technology may cause knowledge based error

60+
 loss of physical strength and manual dexterity
 may be more prone to injury
Promoting Safe Behaviour
• Discipline
• Reward
• Inform
• Facilitate
• Train
Involving Employees in Health and Safety
• Participation in
• risk assessments
• accident investigations
• development of safe systems
• Defect reporting
• Suggestion schemes
• Training and information
• Health and safety committee
• Joint inspections
• Mentoring new and inexperienced workers
Training and Competence
• Training
• Competence
• the systematic development of
• knowledgeattitudes, knowledge and skills
• to perform adequately a task
skills
or job
• experience
• personal qualities
• knowledge of limitations
Training Needs Analysis
1. Analyse the content of the job and the performance standards
2. Identify the knowledge skills and experience (competence) needed
3. Assess the individual's existing competence
4. Implement the training
5. Evaluate the training
6. Monitor the effectiveness
When is Training Needed?
• Induction training
• Additional training
• new or increased risks
• Refresher training
Health and Safety Communication
• Getting the right message to the right person at the right time
• Requires
• personal competence
• knowledge and understanding
• purpose
Barriers to Communication

Presenter Receiver Place

and/or • sensory • noise
impairment • PPE
Message • learning issues • distractions
• jargon
• inexperience
• ambiguity
• motivation
• complexity
Exam question
• Explain why it is important to use a variety of methods to
communicate health and safety messages (8)
• It is important to use a variety of methods because individuals respond to many
stimuli and that variety prevents over-familiarisation with one method and helps to
reinforce a message.
• There may be a need to overcome barriers created by different languages, or by the
inability of some employees to read, and so methods including written, oral, visual
and practical examples will need to be used.
• There may be environmental factors such as noise or other distractions such as
wearing protective equipment to be considered. These may inhibit the ability of a
person to concentrate or hear; therefore methods other than the spoken word may
be necessary.
• Sometimes there may be the need to motivate, stimulate interest and gain
involvement of colleagues, and this may not be achieved if the same message is
repeated by the same media over and over again.
• Different types of information will require different methods of communication. For
example, a system of working that is complex and high risk will need to be written
down so that operators can refer to it and are not expected to remember the details
from oral instructions alone.
Methods of Communication
• Written
• safety policy
• handbooks
• risk assessments
• health and safety articles
• letters and memoranda
• minutes
• press releases
• accident reports
Methods of Communication
• Oral
• tool-box talks
• demonstrations
• informal training sessions
• team briefings/meetings
• safety committee
• lectures
• telephone
• discussions
• instructions
Methods of Communication
• Visual
• posters and notices
• photographs
• videos
• charts/graphs
• body language
Toolbox Talks
• Consider
• target audience
• training style and methods
• number of trainees
• time available
• skills required of the trainer
• training aids required
• training facilities
• evaluating the effectiveness of the talk
Propaganda
• Target a specific issue
• Be close to the problem
• Support known procedures
• Set realistic standards
• Be actively supported at all levels
Visual Communication
• Posters
• advantages and disadvantages?
• Films and videos
• advantages and disadvantages?
Health and Safety Representatives

• Functions
• Represent employees on general health and safety matters
• Investigate hazards, accidents and complaints
• Carry out inspections of the workplace
• Consult with enforcement inspectors
• Attend Safety Committees
Rights of Health and Safety Representatives

• ILO C155
• Access to the workplace and workers
• Protection from dismissal etc
• Contribute to the decision making process
• Contact enforcement officers
• Contribute to negotiations
• Receive appropriate training
• Reasonable paid time to perform their duties
• Reasonable facilities
Health and Safety Committees
• Objectives
• study of statistics/trends
• examination of safety audit reports
• consideration of reports and information
• assist the development of procedures
• monitor training, communications, publicity
• link with enforcement authority
Committee Meetings
• Agenda items
• review of
• progress against objectives
• recent incidents
• safety inspections and audits
• new or impending legislation
• enforcement authority reports
• amendments to policy and risk assessments
• effectiveness of health and safety training
• introduction of new equipment and processes
• employees concerns
• management concerns
Effective Committees
• Right number and mix of members
• Adequate authority
• Knowledge and expertise
• Good communications
• Suitable level of formality
• Predominantly pro-active
• External input
• Access to specialists
• Minutes
• Limited individual input
• Identified and agreed priorities
Ineffective Committees
• Lack of management commitment
• No clear terms of reference
• No agenda
• Uneven balance
• Lack of respect
• Poor leadership
• No influence on management decisions
• Infrequent meetings
• Trivial topics
• No access to information/advice
Hazard and Risk
• HAZARD
• RISK • Something with the potential
• Likelihood to
andcause harm of the harm
the severity
The Risk Assessment Process
• “suitable and sufficient”
• cover all work aspects
• take account of the way work is organised
• identify the significant hazards and risks
• evaluate the risks
• identify control measures
• enable priorities to be set
• take account of non-routine operations
• take account of risks to the public
• competent persons to conduct the assessment
• ensure it is valid for a period of time
Competence
• Experience and training
• identifying hazards
• risk assessment
• Knowledge of the process or activity
• Technical knowledge of the plant and equipment
• Good communication and report writing skills
• Ability to interpret legislation and guidance
• The right attitude
HSE Guidance
• Look for the hazards
• Decide who may be harmed and how
• Evaluate the risks and decide on precautions
• Record the findings and implement them
• Review and update
Step 1 - Identify the Hazards

• Task observation
• Accident, ill-health or near
miss data
• Workplace inspections
• Job safety analysis
• Legal standards
• Guidance
• Consultation
Step 2 - Decide Who May be Harmed
• Employees
• Vulnerable•groups
Operators
• • Maintenance workers
Young workers
• New and• expectant
Cleaners mothers
• • Persons nearby
Night workers
• Home workers
• Non–employees
• Lone workers
• Agency workers
• Disabled•staff
Contractors
• Visitors
• Members of the public
Step 3 - Evaluate the Risk
• Existing control measures
• adequacy
• effectiveness
• Risk estimation
• likelihood and severity
• Further control measures
• elimination or reduction of risk
Existing Control Measures
• Baseline risk assessment
• workplace precautions
• hardware controls at the point of the hazard
• procedural controls
• risk control systems
• Provision and correct use
Risk Estimation
• Qualitative risk assessment
• judgements against standards
• Semi-quantitative risk assessment
• risk ranking
Hierarchy of Controls
Eliminate the hazard
Reduce the hazard Safe
Isolate the hazard Place
Control the hazard
Provide PPE
and a system of Discipline to ensure
the above measures are effective Safe
Person
Guidance and Minimum Legal Standards

• Guidance shows good practice

• Minimum legal standards
• Machine guards
• Traffic
• Noise and vibration
• Chemicals and substances
• Ionising radiations
• Residual risk
• Prioritisation based on risk
Step 4 - Record Significant Findings
• Adequacy of existing controls
• People affected
• Extent of the risk
• Further actions required
• Reference to other documents used in the assessment
Step 5 – Review the Assessment
• After significant change
• If any reason to suspect it is no longer valid
• accident, ill-health, near miss or dangerous occurrence
• new equipment/changes to equipment, plant, processes or personnel
• changes in legislation
• monitoring or audit results
• enforcing authority or insurance company action/advice
• new information
• improved control measures
• young persons, new/expectant mothers or disabled persons
• periodically
Special Cases for Risk Assessment Young Persons

• Issues
• lack of knowledge
• body not fully developed
• attitude
• take risks
• peer group influence
• over enthusiastic
Risks to Children and Young People
Physically demanding work

Psychologically demanding

Physical agents

Biological/Chemical agents

Work equipment

Dangerous processes

Dangerous workplaces
Special Cases for Risk Assessment New/Expectant Mothers

• Issues
• development of the unborn child
• health of the mother
• Aspects of pregnancy
• backache
• tiredness etc
Risks to New or Expectant Mothers
Physical Agents
heat, noise, vibration,
manual handling, radiation

Chemical Agents
carcinogens, substances
such as lead, mercury etc

Biological Agents
cause abortion of the
foetus or neurological
damage

Working Conditions
mining, DSE, etc
Special Cases for Risk Assessment Disabled Workers
• Issues
• Solution • reduced mobility
• consider•disabled
access to welfareduring
persons facilities
risk assessment
• reducedadjustments
• make reasonable
• sensory input
• communication
• reach distances
Special Cases for Risk Assessment Lone Workers
• Situations
• Risks • one person on premises
• condition• of
working separately
location
• equipment• outside normal working hours
• pregnant,• young
away from base
or disabled
• no emergency facilities
• no training, supervision and communication
Exam Question
• Outline the factors that should be considered in carrying out a risk
assessment (8)
The factors that should be considered when carrying out the risk assessment are:
1. The nature of the activities being undertaken including what is being done, where, and
any equipment and materials involved.
2. The hazards involved which could arise from the process and cause injury or ill health or
both. For example, these might include machinery hazards such as traps or entanglement
leading to crushing of hands etc.
3. The likelihood and severity of harm that could be caused to enable a simple estimation of
the priorities for further control measures to be introduced.
4. The number of employees exposed to the hazards. Generally, the more people exposed
the more likely it is that someone will suffer harm.
5. The duration of exposure to the hazards. For example, the longer individuals are exposed
to a noise hazard, the greater their chances of becoming deaf.
6. The competence of those carrying out the work. What skills and knowledge do
individuals require for the safe operation of the process.
7. An evaluation of existing control measures such as machine guards or personal protective
equipment. Are these suitable or are more effective controls required?
8. The competence of those conducting the assessment. Do they have the training and
experience and knowledge of the process to be able to effectively conduct the
assessment?
General Principles of Prevention
• Avoid the risk
• Evaluate the risks which cannot be avoided
• Combat the risks at source
• Adapt the work to the individual
• Adapt to technical progress
• Replace the dangerous
• by the non-dangerous or less dangerous
• Develop a coherent prevention policy
• relating to the working environment
• Give collective protective measures priority
• over individual protective measures
• Give appropriate instructions to employees
General Hierarchy of Control
Safe Place
Eliminate
Reduce
Isolate
Control
PPE
Discipline

Safe Person
Benefits of PPE
• Low cost
• Short term measure
• Portable
• Disposable PPE reduces the risk of infection
Limitations of PPE
• It does not eliminate or reduce a hazard at source
• It only protects the wearer
• It fails to danger
• It may introduce new hazards
• It relies on workers to use it
• uncomfortable
• worn for part of the shift
• worn incorrectly
• does not fit
• not compatible with other PPE/equipment
• does not offer the right protection
• used when damaged
• not adequately maintained causing contamination
• use not enforced
Provision of PPE
• Risk assessment
• other measures reduce the risk at source
• Further risk assessment
• level of risk
• performance data for PPE
• comparison of types
• Effective PPE
• hazards, risks, ergonomics
• duration, standards
Provision of PPE
• Compatibility of PPE
• Maintenance and replacement of PPE
• Accommodation for PPE
• Information, instruction and training
• Cost of PPE
Use of PPE
• Factors that affect use include
• fit
• health of worker
• period of use
• comfort
• maintenance
• training
• interference
• management commitment
• Reporting losses or defects
Main Types of PPE
• Head
• Eye protection
• Feet
• Hands and arms
• Body
• Respiratory
PPE
 Crash helmets
Head
 Safety helmets
 Bump caps
Eyes
 Hair nets

Feet and legs

Hands

Whole body

Lungs
PPE
 Safety spectacles
Head
 Eye shields
 Safety goggles
Eyes
 Face shields

Feet and legs

Hands

Whole body

Lungs
PPE
 Steel toe cap
Head
 Anti-pierce
 Anti-static
Eyes
 Chemical resistant
 Hot metal
Feet and legs
 Thermal insulation

Hands

Whole body

Lungs
PPE
 Kevlar or chainmail
Head
 Neoprene, Nitrile, Rubber, PVC
 Leather
Eyes
 Rubber

Feet and legs

Hands

Whole body

Lungs
PPE
 Temperature extremes
Head
 Chemical resistance
 High visibility
Eyes
 Waterproof
 Falls
Feet and legs

Hands

Whole body

Lungs
PPE
 Respirators
Head
 Breathing apparatus
 Face fit test
Eyes
 Assigned protection factors
 Operative exposure = 70 PPM
Feet and legs  WEL = 35 PPM
 Minimum APF = 2
Hands

Whole body

Lungs
Respiratory Protection
• Respirator - filters the
surrounding air
• dust masks
• positive pressure powered
respirator
• cartridge type respirator
• Breathing apparatus -
supplies purified air
• air hose
• air line
• self-contained breathing
apparatus
Limitations

Respirator Breathing Apparatus

 Incorrect filter selection  Heavy backpacks

 Ergonomic considerations  Restricted time of use

 Incompatibility with other  Entanglement of airlines

PPE or obstructions

 No air supplied where  Regular maintenance and

oxygen is depleted training
Safety Signs and Signals
• Sign board
• Illuminated sign
• Acoustic signal
• Verbal communication
• Hand signal
• Warning tape
• Warning sign
Objective
• Overcome reading and language difficulties
• pictorial symbols
• standard shapes
• standard colours
Safety Signs
A Safe System of Work
• A formal procedure which results from a systematic examination of the task in
order to identify all the hazards
• It defines safe methods to ensure that hazards are eliminated or risks minimised
Key Elements
• Planned in advance of the work
• Isolated and non-routine tasks
• Consider disability or experience workers
• Familiarity breeds contempt
• Established by
• written instruction
• training
• enforced
Competence
• Writers of SSOW need
• understanding of the task
• knowledge of hazards and risks
• interpret standards for control
• awareness of their own limitations
• communication skills
Developing a Safe System of Work
• Job Safety Analysis
• Select the task to be studied
• Record each stage of the task
• Evaluate the risks
• Develop a safe system of work
• Implement the system
• Monitor the effectiveness
What is a Permit To Work?
• “A documented control system requiring written confirmation that
certain actions have been carried out before a specific high risk
activity is carried out”
• Machinery maintenance
• Confined spaces
• Excavation close to buried services
• Hot work
• Work on or near overhead cranes
Operation of a Permit to Work
• Issue
• Receipt
• Clearance
• Cancellation
• Extensions
Confined Space Hazards
• Hazards may
• be present in the confined space
• enter the confined space
• be introduced by the work
• Definition of confined space
• “any space of an enclosed nature where there is a risk of serious injury from
hazardous substances or dangerous conditions”
Specified Risks
• Fire or explosion
• Loss of consciousness due to
• increased body temperature
• asphyxiation
• Drowning
• Asphyxiation due to a free flowing solid or entrapment
Examples of a Confined Space
• Cellars
• Deep excavations
• Enclosed drains
• Sewers
• Silos
• Storage tanks
• Combustion chambers
• Ductwork
• Open-topped chambers
• Unventilated or poorly ventilated rooms
• Vats
Confined Space Entry
Avoid Entry

• Modify the confined space

• Do the work from outside
• clear silo blockages using remotely operated vibrators
• inspection and sampling operations from outside
• remote cameras for internal inspection
• clean using long handled tools
Risk Assessment
• The task
• materials
• environment
• equipment
• people
• Emergency rescue
• Existing control measures
• Further control measures
Safe Systems of Work
• Appoint a supervisor
• Isolate energy sources
• Gas purging
• Provide ventilation
• Clean before entry
• Test/monitor the atmosphere
• Provide special tools and lighting
• Provide PPE
• Arrange communications
• Limit working time
• Permit-to-work
Emergency Procedures
• Communications
• Rescue and resuscitation equipment
• Capabilities of rescuers
• Shut down adjacent plant
• First aid procedures
• Local emergency services
Lone Workers
• On site
• Only one person works on the premises
• People work separately from others
• People work outside normal hours
• Off site (peripatetic or mobile workers)
• On construction etc
• Agricultural and forestry workers
• Service workers
• Professionals who visit customer and client premises
Lone Work Risk Assessment
• Does the workplace present a special risk
• Potential consequences of injury
• Safe access and egress
• Safe plant, equipment, substances etc
• Manual handling issues
• Risk of violence
• Special risks to women or young persons
Lone Worker Considerations
• Medical conditions
• Sufficiently experienced
• Training to control, guide and help in situations of uncertainty
• Avoiding panic reactions
• Employers should set the limits to what can and cannot be done while
working alone
Lone Worker Supervision
• Periodic visits and observation
• Regular contact using either a telephone or radio
• Automatic warning devices operated manually or automatically by the absence of
activity
• Checks that a lone worker has returned to their base or home on completion of a
task
• Emergency procedures
• Access to adequate first-aid facilities
• Mobile workers should carry a first-aid kit
Emergencies
• Fire precautions
• First Aid
• Other emergencies
• flood
• criminal damage
• bomb threats
First Aid
• Aim
• preserve life and minimise the consequences
• treat minor injuries that do not require medical attention
Assessment of First Aid Requirements
• Nature of the work
• Size of the organisation
• Past accident history and accident types
• Nature and distribution of the workforce
• Remoteness of the site from emergency medical services
• Needs of travelling, remote and lone workers
• Employees working on shared or multi-occupancy sites
• Annual leave and other absences of first‑aiders
• Provision for non‑employees
• Other relevant factors – trainees
First Aid Personnel
• Appointed Persons
• First Aiders• take charge of situation
• preserve• life
send for ambulance
• basic
• treat minor knowledge
injuries
• four day•course
one day course
which is certificated and has 3 yearly refresher
First Aid Equipment
• Information for employees
• First aid boxes
• First aid rooms
Number of Appointed Persons and First
Aiders
• For low risk situations
• Appointed Persons - one at all times
• First Aider - at least one per 50 employees
Incident, Accident and Ill health Investigation

• Reasons for investigation

• prevent future accidents
• demonstrate concern
• identify weaknesses in management systems
• prevent business losses
• collate accident and ill health data and establish trends
• comply with legislation
• defend claims/prosecutions
Definitions
• Accident
• an unplanned, unwanted event which results in loss
• Incident/near miss
• an unplanned, unwanted event that has the potential to result in loss
• Occupational ill-health
• any acute or chronic ill-health caused by physical, chemical or biological agents as well as
adverse affects on mental health
Domino Theory
• Adverse events have many causes
• What may appear to be bad luck can, on analysis, be seen as a chain of failures and errors
that lead almost inevitably to the adverse event
• This is often known as the “Domino Effect”
A – Lack of management control
B – Indirect causes
C – Direct causes
D – Accidents
E – Injury
Accident Categories
• slips/trips/falls on the same level
• contact with machinery/hand
• falls from height tools
• electricity
• falling objects
• transport• collision with objects
• contact with chemicals
• trapping/crushing
• asphyxiation/drowning
• manual handling
• fire and explosion
• animals
• violence
Investigation
• Steps to take following an incident/accident
• emergency response
• initial report
• initial assessment and investigation
• gathering further information
Investigation
• Which events should be investigated?
• The decision should be made on potential consequences and the likelihood of
another event occurring
Investigation
• Who should investigate?
• supervisors and line managers
• a senior manager
• a senior manager from another department
• health and safety professionals
• a specialist (engineer)
• Safety Representative
• an employee experienced in the work activity
Investigation
• What equipment will be required?
• camera
• writing materials
• paper or investigation forms
• measuring tape
• area plans
• protective equipment
• a checklist
Four Steps to Investigation
1. Gather the information
2. Analyse the information
3. Identify the risk control measures
4. Take action
1.Gather the Information
• Establish the facts
• what activities were being carried out at the time?
• was there anything unusual?
• were there adequate SSoW and were they followed?
• was the risk known - if so why wasn’t it controlled?
• did the organisation and arrangement of the work influence the accident?
• was maintenance and cleaning sufficient?
• was the safety equipment sufficient?
Gather the Information
• Other factors
• nature of the work (routine)
• specialist examinations
• medical reports
• interviews/witness statements
• do not dismiss contradictory evidence
Gather the Information
• Documentary evidence
• risk assessments
• SSoW
• incident/accident history
• training records
• maintenance records
• equipment instructions
• monitoring (dust, noise etc)
• supervision rota's
• inspection reports
• pre-start equipment checks
2.Analyse the Information
• Analysis should determine
• cause of the injury
• immediate causes
• underlying causes
• root causes
3.Identify the Risk Control Measures

• There may be
• no control measures in place
• control measures in place that were
not used
• control measures in place that failed
• combinations of the above
Identify the Risk Control Measures
• Apply the following hierarchy
• Elimination
• Safe place
• Safe person
4.Take Action
• Investigation report should provide
• summary and conclusions
• details of the person injured, the date, time, location
• information gathered
• analysis of the information
• recommendations
• action plan
Take Action
• List the reasons why records should be kept
• monitoring trends
• prevent a recurrence
• legal reasons
• health surveillance
• defend civil claim/criminal action
Collecting Data
• Collecting data
• incidents and accidents
• Analysing data
• category •of work related ill-health
person
• injury type
• part of body injured
• age
• work activity
• shift/time of day
• location of accident

• Data can identify trends and be

compared with other benchmarks
Accident Statistics

no. of reportable injuries

• Incidence rate x 100 000
no. of employees

• Frequency rate no. of reportable injuries

x 100 000
no. of hours worked

• Severity rate no. of reportable injuries

time lost
Limitations of Statistics
• Zero accidents does not necessarily indicate low risk
• Data is based on past failures
• Under‑reporting
• Statistics can be manipulated
• Individual differences
• Different risks in different jobs and tasks
• A single (unusual) event can greatly influence statistics
Communicating Data
• Safety committees
• Local team briefings
• Company magazines
• Board room performance reports
• Performance reviews for managers
• Annual reports
Reporting of Accidents
• Notification
• Immediately by telephone
• Reporting
• Accidents and diseases
• Commuting accidents
• Dangerous occurrences and incidents
• Why are accidents not reported?
• Ignorance of reporting procedures
• Peer group pressure
• Preserve safety record
• Complicated procedures
• Lack of feedback
• Avoid receiving treatment
Active and Reactive Monitoring
Workplace Inspections
• Types of inspections
• Limitations • general workplace inspections
• some hazards not visible • statutory inspections
• some hazards not always present • compliance inspections
• commissioning inspections
• unsafe practices may not occur during the inspection
• Frequency
• Competence
Workplace Inspections
• Competence of inspectors
• knowledge of workplace inspection techniques
• advantages and disadvantages
• understanding of process or service
• knowledge of hazards and controls
• ability to complete checklist or write report
• experience
Inspection Checklists
• condition of processes and plant
• manual handling
• contractors
• machinery
• guarding
electrical
• noise • environmental conditions
• personal •protective
transportequipment
routes
• pressure vessels
• fire protection
• safe access/egress
• first aid provision
• signs and•abstracts
hand held/portable tools
• suitability• ofhazardous
stored materials
substances
• temperature/ventilation
• housekeeping/cleanliness
• welfare conditions
• lifting equipment
• lighting
Inspection Reports
• Inspections must lead to corrective action
• Actions to eliminate or control hazards must be
• clearly defined
• prioritised
• allocated to responsible persons for action
• allocated deadlines for completion
• allocated a review date
Active Monitoring Techniques
Performance Review
• Review and evaluate the effectiveness of the management system
• and promote continual improvement
• Does the organisation
• achieve objectives
• implement effective risk controls
• ensure the effectiveness of training, communication and consultation programmes
• learn from management system failures
• implement lessons learnt across the whole organisation
• meet legal standards
• reduce the risk of accidents and ill-health
Audit
• Determines the
• existence,
• adequacy,
• and use
• of a health and safety management system
Differences Between Audits and Inspections
Types of Audit
• Management system audit
• internal/external
• Management system audit of contractors
• internal/external
• Certification/registration audits
• external
• to assess conformity with OHSAS 18001
Objectives and Scope
• Objectives
• Scope • extent of conformity with the
SMS
• Extent and boundaries
• evaluation of legal compliance
• physical locations
• evaluation of whether SMS
• business units
achieves objectives
• activities• and processes of areas
identification
• other disciplines
improvement
• time period
Pre Audit Preparation
1. Setting audit objectives
2. Selecting the audit team
3. Notifications and contact with the auditees
4. Information gathering
5. Interviews
6. Draw conclusions
7. Report and presentation
8. Action by the organisation
Internal and External Audits
Internal audits External audits
Advantages Disadvantages
 Cheaper  More expensive
 Easier to arrange  More time required to organise
 Informal, non-threatening  More formal, more threatening
Disadvantages Advantages
 May be influenced by internal  Less knowledge of internal
relationships relationships

 Increased formality and

 Conclusions may not taken
experience may give weight to
seriously
conclusions

 Independent of internal
 May be bias
competition

 Assumptions influence  Independence requires auditors

conclusions to ask obvious questions