Element A6

Element A6
 ORGANISATIONAL FACTORS

 Internal influences
 Depend on the maturity of the organisation

 This maturity and how it is displayed =

 The culture of the organisation

 Positive / negative

Element A6
 INTERNAL INFLUENCES

 Finance
 Provision of adequate finance is important
 Must be used wisely

 Risk ficussed approach to H+S

 Priorities are resourced first

 Without this = negative influence

 Essential to plan H+S measures in advance

Element A6
 INTERNAL INFLUENCES

 Production targets

 The setting targets / objectives is a positive way of

influencing the organisation
 Provided they are realistic and achievable
 Achievable = met in a safe and healthy manner

 Not uncommon for employees and MGT to take risks

to achieve targets

Element A6
 INTERNAL INFLUENCES

 Trade Unions
 Influence depends on views of members / reps

 Reps who do both roles = diluted efforts on H+S

 Stand alone H+S reps = more focussed and less
reactive
 Reps training = influence through H+S knowledge

Element A6
 INTERNAL INFLUENCES

 Organisational goals
 Set out in Policy Statement

 Established to meet legal and moral obligations

 SMART

Element A6
 INTERNAL INFLUENCES

 Culture
 Value and beliefs of the organsiation
 (Positive / negative influence)

 Natural unconscious bias to production over H+S

 Short term thinking / reactive approach

 = strong negative influence

Element A6
 INTERNAL INFLUENCES

 Culture
 Value and beliefs of the organsiation
 (Positive / negative influence)

 Considers issues in short / med / long term

 Has strong planning and proactive approach

 = strong positive influence

Element A6
 EXTERNAL INFLUENCES

 Depends on current status of the MGT

of H+S

 3 broad stages
 Young
 Immature
 Mature

Element A6
 STATUS OF H+S MGT

 Young

 Driven by events that are occuring and pressure from

external authorities

 Sees remedies as technical in nature

 Operating at level 1

Element A6
 STATUS OF H+S MGT

 Immature

 Driven by unplanned events, beginning to establish

systems in anticipation of events

 Prevention systems = those req’d by law

 R/A’s, procedural in nature

 Operating at level 2

Element A6
 STATUS OF H+S MGT

 Mature

 Considerable resources, active systems and practices

 Observes opportunities for improvement

 Preventative systems are behavioural in nature

 Operating at level 3

Element A6
 EXTERNAL INFLUENCES

 Legislation
 Past = tend to be punitive
 Now = preventative action and self development
 Influence = want to comply – prospect of punishment
 Parliament
 Decides what laws are approp.
 2 way process – lobbying / cons. Etc = mod / delay of legislation
 Enforcement Authorities
 Influence organisation level of performance
 Courts / Tribunals
 After the event

Element A6
 EXTERNAL INFLUENCES

 Contracts
 There are set STDS for H+S perf of suppliers /
contractors
 Clients / contractors
 H+S req’s written into contract
 Competent / aware of stds
 TU’s
 Through TUC – influence development of Regs /
ACOPS
 Insurance co’s
 To minimise risks and control level of premium

Element A6
 TYPES OF ORGANISATION

 FORMAL
 Hierarchical structure
 (Org. Charts)

 INFORMAL
 Personal relationships
 Verbal communications
 Undermine established systems

Element A6
 LARGE OR SMALL ORGANISATION

 Small
 Less formal
 Less specific with auth / resp / accountability

 Large
 Number of layers of MGT
 Communication more difficult
 SNR MGT can be remote
 Less involved and unaffected by H+S

Element A6
 ROLE OF MGT

 To complement policy of org.

 Communicate with SNR MGT
 Plan H+S into work activities
 Work with tech staff
 Monitor
 Review
 Improve work systems
 Line MGT / H+S Pract
 Established relationship
 Pract
 Report to SNR MGR not Prod MGR (Conflict)

Element A6
 CONFLICTS

 Difference between goals of Org and

Individuals

 Workers
 Taking risks
 Makes life easier
 Rewards for prod targets

Element A6
 GOALS / NEEDS OF INDIVIDUAL

 Achieve sense of involvement /

ownership

 All play a part

 POSITIVE CULTURE

 COLLECTIVE COMMITMENT

Element A6
 3RD PARTY CONTROL

 Contractors
 Visitors
 Trespassers
 Public

 Criminal law duties owed to 3rd parties

 HASAWA sections 3, 4, 7, 8
 MHSWR regs 3, 8, 11, 12

Element A6
 CONTRACTORS

 Check list – “vetting”

 Assessment of contractors
 Competent / professional
 Risk control
 Proactive exercise

 Consultation prior to commencement

 Discuss H+S req’s and precautions
 Workforce and 3rd parties

Element A6
 CONTRACTORS

 Use of owners equipment

 Contractors expected to provide own equip. Must not
use owners equip without permission
 Only use owners utilities with authority

 Control of contractors
 Liaison – daily basis
 Access – sign in etc
 PTW – ensures all risks / controls ID’d before work

Element A6
 CONTRACTORS

 Monitoring
 Include in routine inspections
 PPE etc

 Reporting and Investigation

 Report incidents to occupier

 Review meetings
 Regular

Element A6
 CONTRACTORS

 Completion Reports

 Control of Risks
 Client and contractor
 Owe each other duty to control risk arising from their
activities

Element A6
 CONTRACTORS

 Risks associated with on-site

contractors

 Plant and M/C

 Noise
 Fire protection – plan procedures
 Dangerous substances / waste
 PPE
 Vehicles – internal policies – speed limits etc
 Site Clearance – on completion of work

Element A6
 VISITORS

 Risks associated with visitors

 Responsibility lies with whoever is in control of

premises

 R/A
 All types of visitor including trespassers
 Office / driver unloading / clients

 Foresee risk and implement controls

Element A6
 CONSULTATION

 Provides opportunity to comment on H+S

issues

 Provides employer with insight into impact of

H+S issues

 TWO WAY PROCESS

 SRSC Regs
 HSCER 96 – non union
 Health and safety consultation with employees regs 1996

Element A6
 CONSULTATION

 NON UNION

 Formal

 HSECR 96
 To consult in good time

 Employees choice
 Consult with Rep Of Employee Safety
 RES

or

 Directly with employer

Element A6
 CONSULTATION

 Informal

 Discussion groups
 Safety circles
 Most affected groups
 Dept meetings
 Employee discussions

Element A6
 BEHAVIOURAL ASPECTS - CONSULTATION

 IF MGT view cons. on H+S a burden

 = conflict

 Consultation not a substitute to H+S

arrangements

 Supplement

Element A6
 BEHAVIOURAL ASPECTS - CONSULTATION

 Employees

 Can have negative impact

 Getting back at MGT

 Attitudes on both sides say great deal

about the culture

Element A6
 CULTURE AND CLIMATE

 Collection of
 Attitudes
 Values
 Beliefs produce a culture

 Positive
 Negative
 Neutral

Element A6
 CULTURE AND CLIMATE

 Style of MGT = crucial

 Strong leadership and commitment to

H+S

 If only interested in production

 Negative culture will follow

Element A6
 CULTURE AND CLIMATE

 CLIMATE
 Current position on H+S
 Measured at intervals

 H+S MGT has most influence on

behaviour

 Individual will fit into culture and act

accordingly

 TOP DOWN COMMITMENT

Element A6
 CULTURE AND CLIMATE

 Indicators of culture

 Effective communication
 Leadership and commitment
 Equal priority
 H+S / Production / Finance etc

 Accident investigation and Near Miss Feedback

 To employees
 Consultation
 Trust

Element A6
 CULTURE AND CLIMATE

 Climate assessment tools

 HSE Climate Survey Tool (CST)

 Perception survey
 Findings of acc / inc investigation
 Effectiveness of communications
 Evidence of commitment at all levels

 Measure achievement against STDs set

 Audits
 Promptly dealing with shortfalls

Element A6
 CULTURE AND CLIMATE

 Factors affecting culture

 Positive
 Promotes MGT and employee commitment
 Top down
 ID and set STDs
 KPI’s
 Achievable

Element A6
 CULTURE AND CLIMATE

 Factors affecting culture

 Negative
 Lack of top down
 Organisational change
 Upheaval
 Resistance to change
 Mistrust through poor communication
 Mixed signals

Element A6