Nebosh IG1 Slides

Management of International
Health and Safety

Element 1: Foundations in Health and
Safety
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Learning Outcomes
• Outline the scope and nature of occupational health
and safety.
• Explain the moral, social and economic reasons for
maintaining and promoting good standards of health
and safety in the workplace.
• Explain the role of national governments and
international bodies in formulating a framework for
the regulation of health and safety.
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Scope and Nature of
Health and Safety
Multi-Disciplinary
Barriers to Good Standards
Definitions
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Multi-Disciplinary
Health and safety practitioners need to be familiar
with:
• Chemistry/physics/ biology.
• Engineering.
• Psychology.
• Sociology.
• Legislation:
– Standards that apply.
– Strengths and weaknesses of options.
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Barriers to Good Standards
Complexity of the workplace.

Conflicting demands:
– Timescales.
– Standards.
– Budgets.
Behavioural issues:
– People failing to act as
desired, or making mistakes.
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Definitions
• Health – absence of disease

or ill health.
• Safety – absence of risk of

serious personal injury.
• Welfare – access to basic

facilities.
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Group Syndicate Exercise
Why might the management

of an organisation not
consider health and safety
to be a priority?
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Group Syndicate Exercise – Answers
Key points include:

• Competes with other business aims:
– Requires time and resources.
• Seen as a “cost” to business:
– Ignorance of true costs of injury/illness.
• Ignorance of legal duties.
• Ignorance of hazards.
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End-of-Section Quiz
1. What barriers might there be to good

health and safety practice?
2. Define the terms:
• Health.
• Safety.
• Welfare.
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Unit IGC1: Element 1.2
REASONS FOR MAINTAINING AND

PROMOTING GOOD STANDARDS OF
HEALTH AND SAFETY
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Why Manage Health and Safety?
Moral reasons.
Legal (or social) reasons.
Economic (or financial)

reasons.
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The Size of the Problem
Global statistics from the International Labour

Organisation (ILO) SafeWork Programme:
• 270 million accidents and 160 million diseases a
year due to work.
• 2 million fatalities a year.
• 4% of global GDP is lost.
• 355,000 on-the-job
fatalities each year.
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An employee at your workplace has been
seriously injured in a workplace accident.
In groups, as indicated by the tutor, list the
possible effects and implications of this
accident on the:
• Injured employee.
• Company.
• Line manager.
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Group Syndicate Exercise – Answers
Key points include:
• Injured employee:
– Pain and suffering, lost time/wages, impact on
family, on-going impact on work.
• The company:
– Payment of sick pay, overtime cover for employee,
recruitment costs for replacement, insurance claims,
fines/prosecutions, increased insurance premiums.
• The line manager:
– Loss of skills from team, time and cost of retraining
replacement, effect of overtime cover on shifts.
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The Legal and Social Expectation
International standards from the International

Labour Organisation (ILO).
A country’s own health and safety standards.
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Who’s Responsible for
Health and Safety?
Everybody – but most of the responsibility
lies with the employer to provide:
• Safe place of work.
• Safe plant and
equipment.
• Safe systems of work.
• Training, supervision and
competency of staff.
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The Business Case
Accidents and ill health cost money.
Costs may be:
– Direct – measurable costs arising directly from
accidents.
– Indirect – arise as a consequence of the event
but may not directly involve money.
Often difficult to quantify.
• H&S failure can affect the broader
economy, as well as individual
companies.
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Group Discussion
An employee has been injured at work.

Identify potential:
– Direct costs of the accident.
– Indirect costs of the accident.
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Group Discussion – Answers
Direct costs include:

– First-aid treatment, sick pay,
lost production time.
– Fines and compensation.
Indirect costs include:
– Lost time for investigation.
– Lost morale and damaged worker
relationships.
– Cost of recruitment of replacement staff.
– Lost reputation.
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The Cost of Accidents at Work
Insured Costs £1
• Fire.
• Worker injury/death.
• Medical costs.
£8 - £36
Uninsured Costs
• Loss of raw materials due to accidents.
• Sick pay.
• Overtime.
• Equipment repairs.
• Lost materials.
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End-of-Section Quiz
1. What are the 3 main reasons for managing

health and safety?
2. What should an employer provide to
ensure health and safety:
• Safe place of _______________
• Safe plant and ______________
• Safe _______ of work
• Training, _____ and competency of ______
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ROLE OF NATIONAL GOVERNMENTS

AND INTERNATIONAL BODIES
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Roles of National Governments and
International Bodies
International Labour Organisation (ILO)
• Agency of United Nations.
• Most countries are members.
• Sets international standards for
H&S by publishing:
– Conventions.
– Recommendations.
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The International Framework
Conventions
• Create binding obligations or policies to
implement their provisions.
• No legal authority, unless ratified by the
member state into its own legal structure.
Recommendations
• Provide guidance on policy, legislation and
practice.
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Examples of Regulatory
International Frameworks
Regulations adopted by the International Labour
Organisation (ILO):
Occupational Safety and Health Convention (C155)
– a goal-setting policy for companies and nations.
Occupational Safety and Health Recommendation

1981 (R164) – supplements C155 and gives more
guidance on how to comply with its policies.
We'll talk about these a lot during the course!
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Employers’ Responsibilities
Article 16 of C155 identifies obligations placed on employers
to:
• Ensure that workplaces, machinery, equipment and work
processes are safe and without risks to health.
• Ensure that chemical, physical and biological substances
and agents are without risk to health when protective
measures have been taken.
• Provide adequate protective clothing and equipment to
prevent risks of accidents or adverse health effects.
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Employers’ Responsibilities
Article 10 of R164:
• Provide and maintain workplaces, machinery and equipment
and use working methods that are safe.
• Give necessary instruction, training and supervision in
application and use of health and safety measures.
• Introduce organisational arrangements relevant to activities and
size of undertaking.
• Provide PPE and clothing without charge to workers.
• Ensure that work organisation, particularly working hours and
rest breaks, does not adversely affect occupational safety and
health.
• Take reasonably practical measures with a view to eliminating
excessive physical and mental fatigue.
• Keep up to date with scientific and technical
knowledge to comply with the above.
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Regulatory Frameworks
ILO has also published Conventions associated with
specific hazards:
• C115 – Radiation Protection (1960)
• C162 – Asbestos (1986)
• C167 – H&S in Construction (1988)
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What Employers Must Provide
• Safe place of work – and safe access and

egress.
• Safe plant and equipment – the need to
inspect, service and replace machinery will
depend on the level of risk.
• Safe system of work – should be safe in all
circumstances – appropriate review, planning
and control ensure continued safety of
methods.
• Training and supervision to ensure
competency.
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What is “Competence”?
K – NOWLEDGE
A – BILITY
T – RAINING
E – XPERIENCE
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Group Exercise
Apart from employees, who else must the

employer protect?
Anyone who may be affected by what

they do
•Visitors
•Contractors
•Neighbours
•General public
•Villains (e.g trespassers, vandals)
People at special risk
•Young persons
•Elderly people
•Nursing and expectant mothers
•Disabled people
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Group Exercise – Answers
Anyone affected by their business activities:

• Visitors:
– Invited/uninvited.
– Lawful/unlawful (law differs from country
to country).
• Contractors.
• Members of the public.
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Workers’/Employee Responsibilities
Article 19 of C155 also places obligations on

workers, expanded in R164 as follows:
• Take reasonable care of their own safety and
that of other people.
• Comply with safety instructions and procedures.
• Use all safety equipment properly.
• Report any situation that they believe could be a
hazard and which they cannot themselves
correct.
• Report any work-related accident/ill health.
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Workers’/Employess Rights
Article 19 of C155 states that every worker must be:
• Given adequate information on actions the
employer has taken to ensure safety and health.
• Given the right to the necessary training in safety
and health.
• Consulted by the employer on all matters of safety
and health relating to their work.
• Given the right to leave a workplace that he has
reason to think presents an imminent and serious
danger to his life or health, and not be compelled
to return until it is safe.
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Enforcement Agencies
• No harmonised global standard.

• Country-specific agencies may include:
– H&S Enforcement Agency.
– Fire Authority.
– Insurance companies.
• Police may be involved in enforcing H&S
law in some countries.
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Consequences of Non-Compliance
Breach of H&S legislation is usually a criminal

offence, leading to:
Enforcement action:
– Improvement.
– Prohibition.
Prosecution:
– Organisation may be fined.
– Individuals may be fined or imprisoned.
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Role of enforcement agencies and
consequences of non-compliance
Enforcement agencies are given a range of powers to assist with
carrying out their role including:
Entering a premises with a police officer or other authorised
person
Examining and investigating
Take photographs, measurements and recordings
Take possession of articles
Issue improvement notices
Take steps to prosecute
Details of notices, fines etc. to be published
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Claims for Compensation
Fault-Based Compensation Systems

• Worker brings claim against
employer.
• Civil legal system.
• Must prove employer was negligent and
therefore to blame for injury/ill health.
• UK and USA.
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Claims for Compensation
No-Fault Systems
• National or regional
schemes.
• No need to prove negligence.
• Decided by a panel of
experts.
• No lawyers or courts.
• New Zealand and Sweden.
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Other International Standards
International Organisation for Standardisation
World’s largest developer of management
standards, for example:
– ISO 9001 – Quality Management
– ISO 14001 – Environmental Management
– ISO 12100 – Safety of Machinery
– ISO 45001 – H&S Management System
These standards are not “law”, they’re good

management practice.
They lead to a worldwide common approach to good
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International management.
ISO 45001-Occupational Health and
Safety management System
ISO 45001:2018 helps an organization to achieve the
intended outcomes of its OH&S management
system. Consistent with the organization's OH&S
policy, the intended outcomes of an OH&S
management system include:
a) continual improvement of OH&S performance;
b) fulfilment of legal requirements and other
requirements;
c) achievement of OH&S objectives.
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Other International Standards
Internationally-recognised standard for

Occupational Health and Safety is
OHSAS 18001
Compatible with ISO 9001 and ISO 14001
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Where you can find Information on
National /International Standards
International Labour Organisation (UN agency)
www.ilo.org
Occupational Safety and Health Administration (USA)
www.osha.gov
European Agency for Safety and Health at Work (EU)
http://agency.osha.eu.int
Health and Safety Executive (UK)
www.hse.gov.uk
Worksafe (Western Australia)
www.commerce.wa.gov.au/WorkSafe
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End-of-Section Quiz
1. What are the two main standards that the
ILO has produced for health and safety?
What do countries do with these
standards?
2. What are employers’ responsibilities under
R164?
3. What are employees’ responsibilities
under R164?
4. What action could be taken against
organisations breaking health and safety
law?
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Health and Safety
Element 2: Health and Safety
Management Systems - PLAN
Learning Outcomes
• Outline the key elements of a health and safety
management system.
• Explain the purpose and importance of setting
policy for health and safety.
• Describe the key features and appropriate content
of an effective health and safety policy.
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KEY ELEMENTS OF A HEALTH AND

SAFETY MANAGEMENT SYSTEM
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ILO-OSH 2001 Safety and Health
Management System
Follows the PDCA cycle:
• Plan – what you’re going to do.
• Do – it!
• Check – that what you’re doing is working.
• Act – if what you’re doing isn’t working as well as
it should.
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Safety Management System
The ILO-OSH 2001 Safety Management System
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Key elements of successful health and
safety management
50 Source: ILO-OSH 2001.

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Key Elements of ILO-OSH 2001
We will cover this in more detail in a minute…
– Policy.
– Organising.
– Planning and implementing.
– Evaluation.
– Action for improvement.
– Audit.
• The system should develop over time to ensure continual

improvement.
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Policy:
– Clear statement of commitment to health and safety.
Organising:
– Roles and responsibilities for health and safety.
– At all levels in the organisation.
Planning and implementing:

– Detailed arrangements to manage H&S.
– Risk assessments!
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Evaluation:
– Methods to monitor and review the effectiveness of the
arrangements.
Action for improvement:

– Steps to correct issues found in the review.
Audit:
– Independent, critical and systematic review of the
management system.
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ISO 45001: Health and Safety Management
System
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Benefits of Having formal / certified Health and
safety Management system
1. Enhanced workplace safety.
2. Integrates workplace health and safety in every task in
the workplace
3. Helping prevent accidents, illnesses and occupational
health problems. ...
4. Reduced costs.
5. Safety standards advocate for collaboration between
employers and employees. ...
6. Improved productivity. ...
7. Improved company image
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End-of-Section Quiz
What are the key elements of the ILO-OSH

health and safety management system?
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PURPOSE AND IMPORTANCE OF

SETTING POLICY FOR HEALTH AND
SAFETY
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Health and Safety Policy
An important document:
• The foundation stone for good health and safety
management in an organisation.
• Sets out the organisation’s aims.
• Identifies who is responsible for achieving these aims.
• States how the aims are to be achieved.
• Specific to each organisation’s requirements.
(Not to be confused with “Policy” in the H&S management
system model.)
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Reviewing the policy
A number of circumstances
may lead to a need to
review the policy including:
The passing of time
Technological change and
advancement
Changes in organisation
Legislation changes
Source: Shutterstock.
Monitoring the policy may
lead to the need for reviews
Need to review annually as
a minimum
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Reviewing Health and safety
Management system
• With Passing Time .
• Technological changes
• Organizational Changes
• Legal requirements /Changes
• Result of Monitoring /Gap analysis
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Reviewing the policy
Legislation changes
Legislation changes are often due to societal
views on health and safety changing with
expectation rising
This may mean specific arrangements in the
policy which may no longer conform to legal
requirements
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Group Discussion Point
Why might the health and safety policy of two

organisations be different?
Why isn’t there a prescribed, “one size fits all”

approach to developing a policy?
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Why Have a Written Policy?
Legal compliance.
Meet management-systems standards
(ILO-OSH 2001, OHSAS 18001).
Clear communication.
Continuous improvement.
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Key features
To be effective the health and safety policy should be:
1. Specific to the organisation and appropriate to its size and nature of its
activities
2. Developed in consultation with workers and managers
3. Concise and clearly written
4. In formats that are suitable for workers and managers
5. In suitable languages
6. Endorsed or signed by the employer or most senior (top) manager of the
organisation
7. Effectively communicated
8. Monitored through audits
9. Reviewed and revised as appropriate
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Key features
Should be adapted to fit the characteristics of the
organisation
Training and briefings will be necessary
Format, complexity and language used should be
considered
• An electronic format is advisable
• A range of formats should be available for
all involved stakeholders
Source: Shutterstock.
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End-of-Section Quiz
1. Why is an organisation’s policy so

important? The health and safety policy of an organisation is an important
document that sets out the organisation’s aims with regard to health and safety, who
is responsible for achieving these aims, and how the aims are to be achieved. This can
be expanded on during the discussion
2. Why might two organisations doing similar

work have different policies? It should reflect
the particular circumstances of the individual
organisation: the hazards and risks, the size and the
complexity of the organisation. The policy must therefore
be developed and tailored to fit the particular
organisation that it exists to serve,Global Location ,
Legislations , No of Employees , Size of Orgaization
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KEY FEATURES AND CONTENT OF A

HEALTH AND SAFETY POLICY
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Key Elements of a H&S Policy
Health and safety policy is usually found in

three parts:
1. Statement of Intent
What is going to be done.
2. Organisation
Who is going to do it.
3. Arrangements
How they're going to do it.
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General Statement of Intent
• Setting overall aims and
objectives.
• Complying with law.
• Achieving standards.
• Reminds workers at all levels of their
responsibilities.
• Signed and dated by the most senior
person.
• Regular review.
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“SMART” Objectives
• Specific - clearly defined, precise.

• Measurable - towards a target, quantified.
• Achievable - it can be done.
• Reasonable - within timescale, and resources,
• Time-bound - deadline, timescale.
E.g. review all 48 risk

assessments within a
12-month period.
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“SMART” Objectives
It will be important to consider:

• Who is going to set the objectives.
• How objectives will be set at each functional
level.
• Legal and other requirements.
• Hazards and risks.
• Technological options.
• Financial, operational and business
requirements.
• Views of interested parties.
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Targets may be included in the statement of

intent to show commitment to improvement.
What targets could be included? (General

examples only needed)
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Organisation Section
Health and Safety Organisation Chart
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• Outlines the chain of
command for health and
safety management.
• Identifies the roles and
responsibilities of staff.
• Usually includes an
organisational chart
relating to health and
safety.
• Shows lines of
communication and
feedback.
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Defines responsibilities for:
The CEO or MD – ultimately responsible and
accountable.
Management – responsible for day-to-day management.
All employees – responsible for acting safely.
Competent persons – first aiders, fire marshals, etc.
Specialist health and safety practitioners – responsible

for providing advice to support management and
employees.
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How Top Management can
demonstrate in H&S
• Making Resources available.
• Implement and maintain the OHS management
system.
• Defining roles and responsibilities of the staff
with respect to OHS.
• Appointing senior managers with specific
responsibility for OHS.
• Appointing competent persons with in and
outside the organization for meeting OHS legal
obligations.
• Reviewing Health and safety Performance.
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Arrangements Section
• Describes how things are done.
• Detailed description of policies

and procedures.
• Usually a long document.
• Often separate from the policy document.
• Unique to each organisation.
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Examples of topics:
Carrying out risk assessments.
Information, instruction and training.
Compliance monitoring, including auditing.
Accident and near-miss reporting, recording and
investigation.
Consultation with workers.
Developing safe systems of work.
Welfare and first-aid provision.
Fire safety and prevention.
Emergency procedures.
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Individual Activity
Can you think of any other specific health and

safety hazards?
Write down as many as you can think of,

which you believe should be included in the
Arrangements Section of a Health and Safety
Policy.
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Specific Risks and Problems
• Lone working.
• Noise.
• Vibration.
• Hazardous substances.
• Control of crowds.
• Transport risks.
• Waste disposal.
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Reviewing the Policy
Some reasons for review:
Changes in:
 Key personnel.
 Management structure.
 Ownership.
 Processes.
 Technology.
 Legislation.
Incident.
Enforcement action.
After audit.
After worker consultation.
Passage of time, e.g. annually.
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International Standards for Policy
Article 14
ILO Recommendation R164
Requires employers to set down

in writing, policy and arrangements
for health and safety management:
• Where circumstances warrant it.
• In a readily-understood language or medium.
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End-of-Section Quiz
1. What are the three key parts to a health

and safety policy?
2. What type of targets might be referenced
in the policy (and where)?
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Health and Safety
Management Systems - DO
Learning Outcomes
• Outline the health and safety roles and responsibilities of
employers, managers, supervisors, workers and other
relevant parties.
• Explain the concept of health and safety culture and its
significance in the management of health and safety in an
organisation.
• Outline the human factors that influence behaviour at work in
a way that can affect health and safety.
• Explain how health and safety behaviour at work can be
improved.
• Explain the principles and practice of risk assessment.
• Explain the preventive and protective measures.
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Learning Outcomes
• Identify key sources of health and safety information.
• Explain what factors should be considered when
developing and implementing a safe system of work
for general activities.
• Explain the role and function of a permit-to-work
system.
• Outline the need for emergency procedures and the
arrangements for contacting emergency services.
• Outline the requirements for, and effective provision
of, first aid in the workplace.
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ORGANISATIONAL HEALTH AND

SAFETY ROLES AND
RESPONSIBILITIES
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Standards for Organising
Responsibility for ensuring that the workplace

is safe and free of health risk rests with the
employer.
As we noted earlier, this responsibility is
made clear in:
• ILO Convention C155.
• ILO Recommendation R164.
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Reminder – What are the Employer’s
Four Duties?
Safe Place of Work
Safe Plant and Equipment
Safe System of Work
Training and Supervision

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Organisational Health and Safety
Roles and Responsibilities
• Employer.
• Directors and senior managers.
• Middle managers and supervisors.
• Safety specialists.
• Workers.
• Controllers of premises.
• Self-employed.
• Suppliers, manufacturers, designers.
• Contractors.
• Joint occupiers of premises.
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Employer
The employer carries

ultimate responsibility for
ensuring that the workplace
is safe and free of health and
safety risks.
Ensures the safety of workers

and “others”, e.g. visitors and
contractors.
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Directors and Senior Managers
Directors and senior managers:

– Give an organisation its direction.
– Set its priorities.
– Allocate resources and appoint competent
persons.
– Allocate responsibilities.
– Are responsible for ensuring that all of the legal
requirements are met.
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Directors and Senior Managers
Directors and senior managers can have

enormous influence over their organisation
and its priorities.
The way they are perceived by those lower in

the management hierarchy is very important;
they must demonstrate clear commitment
and leadership with regard to health and
safety.
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Middle Managers and Supervisors
Middle managers and supervisors are involved in the
day-to-day operational running of the organisation so
are responsible for the health and safety standards
within the operations under their control.
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Safety Specialists
Safety specialists (or
practitioners) are responsible
for giving correct advice to the
organisation so that the
organisation can meet its legal
obligations and achieve its
policy aims.
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Group Discussion
What are the typical responsibilities of a

health and safety specialist?
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Group Discussion
Typical responsibilities include:
– Providing advice and guidance on health and
safety standards.
– Promoting a positive culture.
– Advising management on accident prevention.
– Developing and implementing policy.
– Overseeing the development of adequate risk
assessments.
– Identifying training needs.
– Monitoring health and safety performance.
– Overseeing accident-reporting and
investigations.
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Workers
Workers have a responsibility
to take reasonable care of
their own health and safety
and that of other people who
might be affected by what
they do (or don’t do).
Workers must also

co-operate with their
employer on matters of
health and safety.
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Controllers of Premises
To the extent that they have
control, controllers of
premises are responsible for
ensuring that the premises
are safe to use as a
workplace, and that there is
safe access to it and egress
from it.
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The Self-Employed
The self-employed have

responsibilities that are similar
to employees’:
• To take reasonable care of
their own health and safety
and the health and safety of
others who might be affected
by their acts or omissions.
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Suppliers, Manufacturers, Designers
Designers, manufacturers,
importers and suppliers of
items and substances form
the “supply chain”.
They have responsibilities
to ensure their products are
safe.
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Clients and Contractors
If a client can be held responsible for an injury

caused by a contractor working for the client
then it must be in the client’s own best
interests to ensure that contractors do not
endanger workers or others.
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Clients and Contractors
The way that a client manages contractors can be
broken down into four key areas:
• Selecting the contractor.
• Planning the work.
• Co-ordinating the work.
• Monitoring the work.
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Selecting the Contractor
Things you should check:
• Health and safety policy.
• Risk assessments.
• Qualifications and training records.
• Membership of a professional organisation.
• Maintenance and equipment testing.
• Previous or current clients.
• Accident records.
• Enforcement action.
• Adequate resources.
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Planning the Work
Information to be shared between client and
contractor:
• Hazards posed by the site and work carried out.

• Hazards posed by the contractor’s activities.
• Method statements.
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Co-ordination of Work
Arrangements between the client and contractor
include:
• Ensuring activities don’t conflict.

• Permit-to-work system to control activities.
• Key contacts, e.g. works foreman identified to
ensure continuity.
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Monitor and Control
Clients must:
• Monitor the work to ensure
safety.
The client can:
• Stop the work if it involves
unsafe practices.
Auditing against agreed method

statements is a good technique.
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Joint Occupiers of Premises
• ILO Convention C155 – Article 17
• ILO Recommendation R164 – Article 11
• Employers in shared facilities should communicate to
develop appropriate health and safety standards and
appropriate policies and procedures.
• This may include:

- Sharing of procedures, e.g. fire and emergency
response.
- Sharing of risk assessments.
- Joint management-committee meetings.
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End-of-Section Quiz
1. To whom does an employer owe a duty

with regard to health and safety?
2. How can directors influence health and
safety?
3. What are the key worker responsibilities?
4. What would you look for/check when
selecting a contractor?
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THE CONCEPT AND SIGNIFICANCE

OF HEALTH AND SAFETY CULTURE
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Group Discussion
What do we mean by the term “health and

safety culture”?
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Definition of Culture
The safety culture of an organisation is the

shared attitudes, values, beliefs and
behaviours relating to health and safety.
Influenced by:
• Management.
• Communication.
• Worker competence.
• Co-operation.
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How health and safety behaviour at work
can be improved
Securing commitment of management
Promoting health and safety standards by
leadership and example
Competent personnel
Identifying and keeping up to date with legal
and other requirements
Effective communication within the
organisation
Training
113
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Securing commitment of management
One of the most important steps in establishing
a positive health and safety culture
Absence of management commitment indicates
health and safety to be a low priority
Helps ensure health and safety is properly
integrated in the processes of the organisation
Management should give equal priority to
health and safety issues as they do to
production and quality
114 By securing management commitment, health
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Relationship Between Culture and
Performance
In organisations with a positive safety culture:
• Health and safety is important to everyone.
• There is strong policy and leadership.
• Managers and directors lead on safety and
workers believe in it.
• Health and safety performance is good:
– People work safely.
– There are fewer accidents and ill-health events.
– Increased production and profits.
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Performance
In organisations with a negative safety culture:
• Most feel safety isn’t important.
• There is a lack of competence.
• Safety is low priority.
• Safety conscious workers are in minority.
• Health and safety performance is poor:
– There is a lack of attention to detail and
procedure.
– Lack of care and poor behaviour
results in accidents.
– Loss in production and Profits.
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Performance
What indicators would you look at in order to
determine the safety culture of an
organisation?
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H&S Culture Indicators
Poor health and safety culture leads to poor performance.
The following things need to be spotted early:
Accident records.
Sickness rates.
Absenteeism.
Staff turnover.
Compliance with safety rules.
Worker complaints.
Staff morale.
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The Influence of Peers
In groups, a hierarchy naturally forms:

– Pressure is exerted from the top down.
– Can happen in informal groups, or formal
team.
Peer-group pressure can result in:
– “Good people” breaking rules to fit in.
– “Bad people” coming into line and working
safely!
Key is to get the influential people on board:
– E.g. through training.
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Group Syndicate Activity
What factors could result in the deterioration

of an organisation’s health and safety culture
and hence safety performance?
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Factors Promoting a
Negative Culture
• Lack of leadership from management.
• Presence of a blame culture.
• Lack of management commitment to safety.
• Health and safety a lower priority than other issues.
• Organisational changes.
• High staff turnover rates.
• Lack of resources, e.g. too few workers, low investment.
• Lack of worker consultation.
• Interpersonal issues, e.g. peer-group pressure, bullying.
• Poor management systems and procedures.
• External influences, e.g. economic climate.
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Summary
There is a link between safety culture and
performance.
Safety culture can be assessed by looking at
indicators.
Certain factors promote a negative safety culture.
Peer-group pressure can result in the individuals
changing their behaviour to fit in with the group.
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End-of-Section Quiz
1. Give a definition of health and safety

culture.
2. What factors could result in the
deterioration of the health and safety
culture of an organisation?
3. What indicators can be used to assess the
health and safety culture?
4. What is “peer pressure”?
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FACTORS INFLUENCING
SAFETY-RELATED BEHAVIOUR
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Safety-Related Behaviour
Three significant factors influence worker behaviour:
The individual:
– Personal characteristics.
The job:
– Nature of the job.
The organisation:
– Characteristics of the business.
Graphic taken from HSG48 from

www.hse.gov.uk/pubns/books/hsg48.htm
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Organisational Factors
• Safety culture of the organisation.
• Policies and procedures.
• Commitment and leadership from
management.
• Levels of supervision.
• Peer-group pressure.
• Consultation and worker
involvement.
• Communication.
• Training.
• Work patterns.
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Job Factors
• Task.
• Workload.
• Environment.
• Displays and controls.
• Procedures.
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Individual Factors
Attitude.
Competence.
Motivation.
Risk perception.
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Attitude, Competence and Motivation
Attitude:
– A person’s point of view, or way of looking at
something; how they think and feel about it.
Motivation:
– A person’s drive towards a goal; what makes
them do what they do.
– Particular care needed with the use of
financial incentives!
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Changing Attitude
• Education and
training.
• High-impact
intervention
("aversion therapy").
• Enforcement.
• Consultation.
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What is “Competence”?
A combination of:
• Knowledge.
• Ability.
• Training.
• Experience.
A competent person isn’t just one who is

trained:
– Nor is it someone who has been there a long
time!
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Perception of Risk
Perception – the way a person interprets

information detected by their senses:
• Sight.
• Hearing.
• Smell.
• Taste.
• Touch.
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Perception - Activity
On the following slide there is a graphic.

You are asked to count the number of
squares.
Remember that you can combine squares to
make squares!
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Activity
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Perception of Risk
Factors that can affect perception of hazards

and risk include:
• Illness.
• Stress.
• Fatigue.
• Drugs and alcohol.
• Previous experiences.
• Training and education.
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How can workers’ hazard perception be

improved?
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Improving Hazard Perception
• Understand why hazards are not noticed by

talking to workers.
• Awareness campaigns/training.
• Highlight hazards, e.g. signs.
• Ensure adequate lighting is available.
• Reduce distractions, e.g. noise.
• Avoid excessive fatigue.
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End-of-Section Quiz
1. What three key factors influence a

worker’s behaviour? Give examples of
each.
2. What is “competence”?
3. How can an organisation inadvertently
motivate people to behave unsafely?
4. Suggest reasons why two people may
perceive hazards differently.
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IMPROVING HEALTH AND SAFETY

BEHAVIOUR
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Management Commitment and
Leadership
Securing management commitment is
essential:
– Senior managers provide leadership and
motivation.
– Needs clear policy, priorities and targets.
Commitment cascades down through the
organisation.
Requires visible leadership.
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In groups, discuss the leaders that you have

worked with. What made them good (or bad)
leaders, particularly on health and safety?
From here, think about what managers can do

to demonstrate their commitment to health
and safety.
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Visible Leadership
Demonstrated by:
– Behaving safely themselves.
– Involvement in the day-to-day management of
safety - e.g. attending safety meetings.
– Taking part in safety tours and audits.
– Promoting activities to improve safety.
– Enforcing the rules.
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Disciplinary Procedures
Sometimes rules are broken.

Employees may endanger themselves or
others.
Ignoring issues can result in injuries.
Sometimes it is necessary to use discipline to
enforce the rules.
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Who Would You Discipline?
A supervisor who orders the team to cut

corners to save time?
A reckless forklift-truck driver?
A persistent prankster?
An office worker who repeatedly fails to wear
PPE when in the factory area?
A maintenance worker who doesn’t isolate a
machine because the job was only 10
minutes?
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Competent Staff
Competence:
– Knowledge, ability, training, experience.
Competent managers:
– Understand the implications of their decisions
on health and safety.
– Often a weakness!
Competent staff:
– Enables job to be done safely.
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Keeping Up To Date
Essential to be up to date:
– Especially with law.
Various methods, including:
– HSE newsletters – www.hse.gov.uk
– EU law – http://osha.europa.eu/en/legislation
http://osha.europa.eu/en/oshnetwork/focal-points
– Websites – www.osha.gov/
www.commerce.wa.gov.au/WorkSafe/
– Practitioner publications and subscriptions.
– Conferences.
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Effective Communication
Group Activity
List some specific examples of communicating in

the workplace as you can think of, splitting your list
into:
● Verbal communication.
● Written communication.
● Graphic communication.
What are the advantages and disadvantages of

each method?
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Verbal Communication
Limitations Merits
Language barrier. Personal.
Jargon. Quick.
Strong accent/dialect. Direct.
Background noise. Check understanding.
Poor hearing. Feedback.
Ambiguity. Share views.
Misinformation. Additional information (body
Forget information. language).
No record.
Poor quality (telephone or
PA).
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Written Communication
Limitations Merits
Indirect. Permanent record.
Time. Reference.
Jargon/abbreviations. Can be written carefully for clarity.
Impersonal. Wide distribution relatively
Ambiguous. cheaply.
May not be read.
Language barriers.
Recipient may not be able to
read.
No immediate feedback.
Cannot question.
Impaired vision.
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Graphic Communication
Limitations Merits
Very simple. Eye-catching.
Expensive. Visual.
May not be looked at. Quick to interpret.
Symbols or pictograms may be unknown. No language barrier.
Feedback. Jargon-free.
No questions. Conveys a message to a wide
Impaired vision. audience.
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Broadcasting Methods
How to get the message across:
Notice boards.
Posters and videos.
Digital media
Company Intranet
Toolbox talks.
Memos and e-mails.
Worker handbooks.
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Co-operation and Consultation
• Often a legal requirement to consult with

workers.
• Consultation is a two-way process:
– Managers inform workers of plans, etc.
and listen to employee concerns.
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Methods of Consultation
Direct consultation:
– Employer talks to each worker and resolves
issues.
Through worker representatives:
– Committee is formed to represent workers.
– Regular meetings to discuss and resolve issues.
– Members may have rights in law.
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Typical Issues to Consult on
Introduction of new measures affecting

health and safety.
Appointment of new advisers.
Health and safety training plans.
Introduction of new technology.
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Co-operation and Consultation
Negative Culture:
Informing.
Dictatorial approach.
Positive Culture:
Consultation.
Worker involvement.
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Training
What is Training?
Training (in the context of health and safety)
is:
“…. The planned, formal process of acquiring
and practising knowledge and skills in a
relatively safe environment.”
Training is a key component of competence.
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Training
Dramatic effect on safety-related behaviour.
Without training, workers try to do their jobs by:
– Copying others (including their bad habits).
– Doing the job the way they think is best.
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Training
Helps workers understand:

• Hazards and risks.
• Rules and precautions.
• Emergency procedures.
• Limitations and restrictions.
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Training Opportunities:
When Do You Need to Train?
Induction − For new employees.
training
Job change − New hazards following a change in
job.
Process change − New hazards associated with new
ways of working.
New technology − New hazards associated with plant and
machinery.
New legislation − Implications of the new legislation.
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Training Needs Analysis
Factors to be considered include the:

– Type and function of the organisation.
– Hazard and risk profile.
– Accident history of the organisation. There
may be statutory training requirements.
– Level of training previously provided,
together with the detail of which employees
have been trained and when.
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Post-Training Activities
Maintain training records:

– Who attended which sessions and when.
Carry out evaluation of effectiveness:
– Look for indicators such as:
– Reduced incidents.
– Increased awareness.
– Improved compliance with rules.
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Group Activity
Design a health and safety induction training

programme for new starters. Consider the
following:
• What topics should be included?
• In what order?
• How long should the induction take?
• When are you going to do it?
• What problems might be involved in doing
it?
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New Employee Induction Topics
• Emergency procedures.
• First aid.
• Welfare facilities.
• Safe movement.
• Accident and incident-reporting.
• Consultation arrangements.
• Safety rules.
• Personal protective equipment.
• Safe working and permits.
• Risk assessment system.
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End-of-Section Quiz
1. How can directors/managers demonstrate

their commitment to health and safety?
2. What are the 3 different communication
methods that are used?
3. What is the difference between
“consulting” and “informing”?
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PRINCIPLES AND PRACTICE OF

RISK ASSESSMENT
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Legal Requirements
ILO Convention C155 Article 15.

Imposes a duty to ensure a workplace is,
so far as is reasonably practicable, without
risk to employees.
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Reasonable Practicability
“Reasonable practicability”:
– Balance of cost vs risk of harm.
– Cost is time, effort and money.
Basis of a risk assessment.
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Hazard and Risk
Hazard – something with the

potential to cause harm.
Risk – the likelihood that a

hazard will cause harm,
together with its severity.
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Whole Group Activity
In 5 minutes, identify as many hazards as

possible present in the training environment.
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Hazard Categories
Physical:
– E.g. electricity, noise, vibration, radiation,
machinery.
Chemical:
– E.g. mercury, solvents, carbon monoxide.
Biological:
– E.g. legionella bacteria, hepatitis.
Ergonomic:
– E.g. manual handling, repetitive tasks.
Psychological:
– E.g. stress, violence.
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Objectives of Risk Assessment
Prevent:
• Death and personal injury.
• Other types of loss incident.
• Breaches of statute law,
which might lead to
enforcement action and/or
prosecution.
• The direct and indirect costs
that follow on from
accidents.
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Risk-Assessors
• Competent people:
– Training, knowledge, experience.
• Team approach is beneficial:

– Workers familiar with tasks.
– H&S specialists.
– Technical specialists.
– Line managers.
– Worker safety representatives.
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Suitable and Sufficient
Risk Assessment
State the name/competence of assessor.
Identify significant hazards and risks.
Identify persons at risk.
– Workers and others, e.g. visitors and vulnerable.
Evaluate effectiveness of current controls.
Identify additional controls.
Enable employer to prioritise controls.
Record significant findings.
Appropriate to nature of work.
Proportionate to risks.
State validity period.
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The 5 Steps to Risk Assessment
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Step 1: Identify the Hazards
Safety Health
Physical injury: Occupational disease or
• Slips, trips and falls. ill health:
• Falling objects. • Physical.
• Collisions. • Chemical.
• Trapping/crushing. • Biological.
• Machinery. • Ergonomic.
• Electricity. • Psychological.
• Transport.
• Chemicals.
• Drowning.
• Asphyxiation.
• Fire/explosion.
• Animals.
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• Violence.
©
Hazard Identification
• Inspections of the workplace.

• Task analysis:
– Analyses job components before
the job starts.
• Legislation:
– Standards, guidance documents.
• Manufacturers’ information:
– Safe use, maintenance, cleaning.
• Incident data:
– Accidents, near-misses,
ill health.
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Task Analysis
S elect the task.

R ecord the stages of the task.
E valuate risks associated with each stage.
D evelop the safe working method.
I mplement the safe working method.
M onitor to ensure effectiveness.
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Step 2: Identify the People at Risk
• Workers/operators.
• Maintenance staff.
• Cleaners.
• Contractors.
• Visitors.
• Members of the public
(also trespassers).
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Vulnerable Groups
People at special risk:

• Young people.
• New or expectant mothers.
• Disabled workers.
• Lone workers.
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Step 3: Evaluate the Risk
What is risk?
It is a measure of the likelihood of harm
occurring and the severity of that harm.
Or, to put it more simply:
Risk = Likelihood × Severity
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The risk evaluation can be:

• Qualitative (based on
opinion)
Uses words to describe
likelihood and severity, e.g.
high, medium, low, etc.
• Semi-Quantitative
Uses words and numbers to
describe likelihood and
severity.
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Likelihood Severity
1 = extremely unlikely 1 = very minor
2 = unlikely 2 = first-aid injury
3 = possible 3 = lost-time injury
4 = likely 4 = hospital treatment
5 = very probable 5 = disabling injury
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Risk Assessment Matrix
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Hierarchy of Control
• Elimination. Completely remove
• Substitution.-Replace with less
hazardous
• Engineering controls. Safety
Devices , Guards ,Indicators,
Alarms
• Administrative controls.(Entry
Exit Protocols , Discipline)
• Personal Protective Equipment
(PPE).Coverall, safety shoes,
Helmets
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Guidance and Legal Standards
What does national law require?
• Sometimes, there are very clear
regulations and codes of practice
to be met.
• Often, there is no set standard in
law – but guidance may be
available.
• Can you think of who might
provide guidance?
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Guidance and Legal Standards
• International
standards.
• National legislation.
• Industry standards.
• Guidance from
regulators.
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Residual, Acceptable and
Tolerable Risk
If risk is unacceptable, more action is needed.
If risk is lower, it may be tolerable for a short
period of time.
If risk is acceptable, the risk is adequately
controlled.
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Priorities and Timescales
High-risk = high-priority actions.
Low-risk = low priority.
BUT risk and timescale are not the same:

Low-cost, easy actions should be taken, even
if low priority.
Medium priority still needs rapid action.
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Step 4: Record Significant Findings
Typical content:
• Activity/area assessed and hazards.
• Groups at risk.
• Evaluation of risks and adequacy of existing
control measures.
• Action plans for further precautions needed.
• Date and name of
competent person.
• Review date.
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Step 5: Review of risk Assessment
Significant change in:
• Process.
• Substances.
• Equipment.
• Workplace environment.
• Personnel.
• Law.
If it is no longer valid:
• Accident.
• Near-miss.
• Ill health.
Periodically, e.g. annually.
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Lawn-mowing
Using task analysis, prepare a brief risk
assessment suggesting control measures to
reduce the risks involved with this activity.
Use the 5x5 risk matrix we covered earlier.
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Alternative Group Syndicate
Exercise
In groups, carry out a risk assessment on
these premises:
• Use Steps 1 to 4.
• Use a quantitative scoring system.
Present your findings to the other groups in
20 minutes.
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Young Persons
• Under 18 (national law).
• Lack of experience.
• Physical and mental maturity.
• Poor risk perception.
• Influenced by peer group.
• Eager.
• Control measures:
• Prohibit certain high-risk activities, e.g. high-risk
machinery.
• Restrict work patterns and hours, e.g. no overtime.
• Train and supervise.
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Expectant Women and Nursing
Mothers
Hazards:
• Certain chemicals, e.g. lead.
• Certain biological agents, e.g. rubella virus.
• Manual handling.
• Temperature extremes.
• Whole-body vibration.
• Ionising radiation.
• Night shifts.
• Stress.
• Violence.
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Disabled Workers
Identify:
• Health and fitness criteria for
some jobs:
– E.g. eyesight requirements to
drive forklift trucks.
• Workers with known
disabilities:
– What are the implications of
their disability?
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Lone Workers
Workers especially
vulnerable and more at risk:
• Of violence:
– E.g. prison officer, mental-
health nurse.
• If they are injured or ill:
– E.g. confined-space entry.
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End-of-Section Quiz
1. Define “hazard” and “risk”.
Define “accident”, “injury accident” and “near-miss”.
2- accident= unplanned, unwanted event leading to injury or loss,
injury accident = unplanned, unwanted event leading to personal injury,
Near-miss = unplanned, unwanted event, which could have resulted in
injury or loss but didn’t
1. What are the 5 steps to risk assessment?

2. What should a suitable and sufficient risk
assessment contain?
3. Who should be considered in a risk assessment?
4. How is risk evaluated?
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PREVENTIVE AND PROTECTIVE

MEASURES
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General Control Hierarchy
• Remove the source of the risk -
Eliminate the hazard. the most effective option.
• Engineering solutions provide

Create a safe place. physical protection.
• Safe working methods - relies
Create a safe person. heavily on safe behaviour.
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Hierarchy of Control
Elimination.
Substitution.
Engineering controls:
– Isolation, total enclosure.
– Separation, segregation.
– Partial enclosure.
– Safety devices.
Administrative controls:
– Safe systems of work.
– Reduced exposure.
– Reduced time of exposure, dose.
– Information, instruction, training and
supervision.
Personal Protective Equipment (PPE).
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Worked Example – Cleaning the
Oven
Current chemical is corrosive (burns):
– Eliminate – don’t clean the oven? Buy a new
oven? Don’t use chemicals?
– Substitute the corrosive chemical for a less
hazardous one?
– Isolate – keep others out of the kitchen.
– Procedures – follow instructions on tin.
– PPE – wear gloves as per instructions.
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You are the manager of a large, commercial

bakery. You have recently discovered that
flour dust can be harmful to the health of
your workers.
Flour is currently added by hand from sacks.
Assume no other controls are present.
Using the hierarchy of control, identify
possible controls to reduce the risk of dust
inhalation.
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Alternative
• You are the manager of a domestic
window-cleaning company.
• You are concerned by the potential for
injuries due to falls from height.
• Using the hierarchy of control, identify
possible controls to reduce the risk of falls.
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Safety Signs
Prohibition Warning Mandatory
Safe Condition Fire-Fighting Equipment
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Personal Protective Equipment (PPE)
Employers should:
• Supply suitable PPE:
• Appropriate for risk.
• Ergonomic.
• Fits the wearer.
• Doesn’t increase overall risk.
• Complies with standards.
• Ensure compatibility of items.
• Suitable storage.
• Information, instruction and training.
• Enforce use of PPE.
• Replace or repair damaged or lost
items.
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Whole Group Exercise
Discuss the benefits and limitations of

PPE as a risk-control method.
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Personal Protective Equipment (PPE)
Benefits of PPE Limitations of PPE
• Interim control. • Doesn’t remove hazard.
• Some situations – only • Only protects the wearer.
control option. • Requires good fit.
• Relies on wearer.
• Emergency back-up.
• Requires training.
• Cheap (short-term). • Uncomfortable.
• Immediate protection. • May increase overall risk.
• Incompatibility.
• Unpopular, so often unworn.
• Fails to danger.
• No good if wrongly selected.
• Contamination.
• Expensive long-term.
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End-of-Section Quiz
1. Outline the general hierarchy of control.
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SOURCES OF HEALTH AND SAFETY

INFORMATION
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Sources of Information
Sources can be
• internal, and
• external
to the organisation.
List all the internal and external sources you

can think of and discuss them.
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Sources of Information
Internal External
• Accident records. • National legislation.
• Medical records. • Safety data sheets.

• Codes of practice.
• Guidance notes.
• Maintenance reports. • Operating instructions.
• Safety inspections. • Trade associations.
• Audit reports. • Safety publications.
• Safety-committee minutes.
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Source Organisations
International Labour Organisation (UN)
www.ilo.org
Occupational Safety and Health Administration (USA)

www.osha.gov
European Agency for Safety and Health at Work (EU)

http://agency.osha.eu.int
Health and Safety Executive (UK)

www.hse.gov.uk
Worksafe (Western Australia)

www.commerce.wa.gov.au/WorkSafe
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End-of-Section Quiz
1. What internal sources of health and safety

information are there within an
organisation?
2. What external sources of information are
there?
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DEVELOPING AND IMPLEMENTING

SAFE SYSTEMS OF WORK
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Safe System of Work
Formal Systematic
Recorded Examination of work
Hazards Safe Methods

Identified Defined
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Roles and Responsibilities
Responsibility of the employer:

– Ensure SSoW are available for activities that
create significant risk, e.g. maintenance.
Role of competent persons:
– Developed by people who can identify and
control hazards.
Workers involvement:
– Active part in development of SSoW.
– Gains commitment, helps culture.
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Why do you think it may be beneficial to have

written procedures?
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Written Procedures
Written procedures:
– Ensure consistency.
– Provide a basis for training.
– Establish a standard (can be checked).
– Provide a written record for incident
investigations/regulatory inspections.
Can be in many forms:
– Checklists.
– Short notes.
– Detailed manuals.
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Technical, Procedural and
Behavioural Controls
SSWs require the integration of controls:
Technical:
– Equipment and engineered solutions.
Procedural:
– Safe systems of work, procedures, permits.
Behavioural:
– Training, awareness, competence.
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Developing SSoW - PEME
People – competence, ability.

Equipment – plant, equipment, PPE.
Materials – substances, articles, waste.
Environment – space, lighting, heating.
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Developing Safe Systems of Work
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Worked Example – The Steps In
Changing a Wheel
Step 1 – park the car in a safe location.
Step 2 – remove equipment from boot.
Step 3 – loosen wheel nuts.
Step 4 – jack up car.
Step 5 – remove wheel nuts.
Step 6 – replace wheel and wheel nuts.
Step 7 – lower car, remove jack.
Step 8 – tighten wheel nuts.
Step 9 – replace equipment in boot.
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Identifying Controls
For each step:

– First identify the hazards.
– Then identify the controls.
So, Step 1 (changing wheel) might have:

– Hazards – traffic, risk of violence.
– Controls – select location off-road if possible,
use hazard lights, if you feel area is unsafe/at
night or if vulnerable group, call recovery
service and stay in car.
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Group Discussion Activity
Suggest hazards and controls for each step of

the worked example “changing a wheel”.
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Introducing Controls and
Formulating Procedures
Often most difficult stage!
Consultation and engagement helps gain

buy-in from workers.
Allow concerns to be raised and addressed

during development.
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Instruction, Training and
Monitoring
Information, Instruction, Training and
Supervision (IITS)
May need detailed training in the SSoW.
Must monitor to ensure:

– SSoW is being applied correctly.
– SSoW is as safe as was intended!
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Optional Group Syndicate Activity
Using SREDIM, develop a simple safe system

of work for the task allocated to your group:
– Making a cup of tea.
– Making a batch of cement with a cement-
mixer.
– Painting a ceiling (emulsion).
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Specific Examples of SSoW
Confined spaces.
Using PEME
Lone working. principles,
what should
be included in
a SSoW for
each?
Travelling abroad.
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Confined Space
• Enclosed in nature
(ventilation will be
restricted and access/
egress may be difficult).
• One or more foreseeable
specified risks exist:
– Fire or explosion.
– Loss of consciousness from gas, fumes, vapour, lack of
oxygen.
– Drowning.
– Asphyxiation from free-flowing solid.
– Loss of consciousness from temperature.
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Confined-Space Control Measures
Do not work inside a confined space if possible.
Carry out a risk assessment.
Develop safe system of work.
Emergency arrangements.
Permit-to-work.
Trained personnel.
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Safe System of Work for
Confined Spaces
• Supervision. • Isolation, lock off of
• Competency. electrical/mechanical
hazards.
• Communication.
• Atmospheric • PPE.
testing/monitoring. • Access/egress.
• Ventilation. • Fire prevention.
• Removal of residues. • Lighting.
• Isolation, lock off of • Suitability of
in-feeds and out-feeds. individuals.
• Emergency/rescue
procedures.
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Lone Workers
“Workers who are separated from their work

colleagues.”
Lack assistance if things go wrong.
Communication with colleagues more difficult, i.e:
– Out of eyesight.
– Out of earshot.
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Group Discussion
Give as many examples of lone workers as

you can in 1 minute.
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Lone Working Examples
Maintenance workers.
Service engineers, e.g. gas, appliance.
Garage forecourt attendants.
Trainers/tutors.
Security guards.
Receptionists (sometimes).
Social workers/carers.
Health visitors/district nurses.
Painters/decorators.
Sales representatives (on the road).
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Safe System of Work for Lone
Working
No lone working for high-risk activities, e.g. confined spaces.
Remote supervision.
Logging workers’ locations.
Mobile phones or radios.
Lone-worker alarm systems.
Procedures for lone workers.
Emergency procedures.
Training for workers.
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Working and Travelling Abroad
Not the same as a holiday!

– Brings additional hazards.
Risks when travelling related to:
– Security.
– Health.
Workers may also be “lone workers”.
Some areas are not recommended for travel –
see local websites, e.g. FCO at:
www.fco.gov.uk/en/travel-and-living-abroad/travel-advice-
by-country
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Working Abroad
Employers have a duty to workers whom they send
to work abroad and should provide:
• Pre- and post-visit briefings.
• Insurance.
• Health advice and vaccinations.
• Financial arrangements.
• Security training and advice.
• Cultural requirements advice.
• Accommodation.
• In-country travel.
• Emergency arrangements.
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• 24-hour contacts.
Standards for Safe Systems of Work
Safe Work in Confined Spaces

UK HSE ACoP L101
Safety in the Global Village

IOSH information sheet (1999)
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End-of-Section Quiz
1. What is a safe system of work?
2. Who is responsible for developing safe
systems of work?
3. What are the advantages of a written
procedure over a verbal one?
4. What are the key steps in carrying out a
task analysis before developing a safe
system of work (SREDIM)?
5. What controls might be implemented to
ensure the safety of lone-working social
workers?
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PERMIT-TO-WORK SYSTEMS
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Permit-to-Work Systems
A formal, documented safety procedure, forming
part of a safe system of work.
Typical applications:
• Hot work (involving naked flames,
or creation of ignition sources).
• High-voltage electrical systems.
• Confined-space entry.
• Operational pipelines.
• Excavation near buried services.
• Complex machinery.
• Working at height.
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Permit-to-Work
Consists of 4 elements:
1. Permit Issuer.
2. Permit
Receipt/Acceptor.
3. Clearance/return to
service.
4. Cancellation.
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May also be an extension.
Permit-to-Work System
• Issue – Pre-Job Checks

– Description of work to be carried out.
– Description of plant and location.
– Identify hazards and assess risks.
– Identification of controls.
– Additional permits, e.g. hot work.
– Isolation of services.
– PPE.
– Emergency procedures.
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Receipt – handover of permit:

– Competent and authorised person issues
permit to workers.
– Workers sign to say they accept controls.
Work can now start:
Plant is now under the control of the workers.
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Clearance – return to service:

– Workers sign to say they have left the
workplace in safe condition, work is complete
and operations can resume.
Cancellation:
– Authorised person accepts plant back and can
remove isolations, etc. Cancels permit.
Plant is now returned to the control of the
“site”.
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Importance of Permit Control
Poorly-implemented
permits are useless.
Piper Alpha disaster was
the failure of a permit-to-
work system.
Government Licence v1.0
People must be trained in (www.nationalarchives.gov.uk/doc/o
pen-government-licence/)
use.
Permits never issued from
a desk.
System must be
monitored.
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Hot-Work Controls
Remove flammable materials.

Fire-retardant blankets/screens.
Floor swept of debris.
Floors damped down, if necessary.
Fire extinguishers at hand.
“Fire-watcher” present.
Post-work checks to ensure
no smouldering embers.
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Work on Live Electrical Systems
Work must be justified:

– Not possible to work dead.
Precautions are in place.
Workers are competent.
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Confined Spaces
Risk assessment by competent person.

Controls implemented (already covered).
Safe system of work.
Emergency arrangements.
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Machinery Maintenance
Work is carefully planned and controlled:

– May be several people working.
Hazards are communicated.
Services are isolated and locked off.
Stored energy is released.
Workers are competent.
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Work at Height
Avoidance, if possible.
Prevention of falls by using:
– Safe platform with adequate edge-protection.
Minimise distance and consequence of fall:
– PPE and fall-arrest devices.
Weather conditions considered:
– Wind, ice/snow.
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End-of-Section Quiz
1. What types of work require a permit-to-

work?
2. What are the key features of a permit-to-
work document?
3. What are the main limitations of a permit-
to-work system?
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Limitations of PTW
3-A good permit system is only as good as the persons using it. To work
effectively:
• only authorised persons should issue permits.
• permit issuers must be familiar with the hazards of the workplace and the job to
be carried out.
• Precautions must be checked before permits are authorised (no issuing of
permits from the desk!).
• Permits must never be amended.
• All permit conditions must be adhered to
• Staff must be trained and competent
• The system must be monitored to ensure that it is effective
• The PTW system must be appropriate for the nature of the business e.g. a
bakery may require a less complex system than an oil rig
• Sufficient time must be allowed to ensure permits are issued correctly, and staff
trained to appreciate this. Contractors, for example, may become stressed if the
process is time-consuming, but must appreciate that they are required to adhere
to the system.
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EMERGENCY PROCEDURES
-FIRE
-FIRST AID
-EXPLOSION
-EARTH QUAKE
-DISEASE OUT BREAK
-CHEMICAL RELEASE
MULTIPLE CASUALITY
FLOOD
PANIC /CROWD
STORM
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Emergency Procedures
Why do we need them?

Because despite all of the precautions, things
can still go wrong!
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What emergency situations would the

following organisations have to consider
when developing emergency procedures?
– A primary school.
– A chemical-manufacturing plant.
– A shopping centre.
Be prepared to feed back to the group.
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Primary school:
– Fire, first aid, bomb threat (possibly), severe
weather, outbreak of disease.
Chemical-manufacturing plant:
– Fire, first aid (including multiple-casualty incident),
bomb threat, severe weather, outbreak of disease,
chemical release, toxic chemical exposure.
Shopping centre:
– Fire, first aid, terrorist threats including bomb
and/or suspect packages, multiple-casualty incident,
severe weather, crowd control/panic.
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Emergency Procedures
The organisation needs to

arrange:
• Procedures to be followed.
• Suitable emergency equipment.
• Responsible staff.
• Training and information needs.
• Drills and exercises.
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Contacting Emergency Services
Communication equipment:
– Phones, radios, etc.
Contact details:
– National and local emergency numbers.
Responsible individuals:
– ESSENTIAL to understand whose responsibility
it is!
– Must be trained.
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Importance of training and testing
emergency procedures
Emergency procedures should be in writing and
regularly tested through drills and exercises
Results of drills and exercises should be
recorded and procedures amended as necessary
Procedures are subject to regular review to
determine any new factors affecting them
For example, fire emergency procedures
260
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End-of-Section Quiz
1. What types of emergency situation might

an organisation need to consider?
2. You are developing fire response
arrangements – what key things would you
include?
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FIRST AID
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First Aid
An employer has a duty to make appropriate first-
aid provision for his employees, which include:
• Facilities:
– An appropriate location where first-aid
treatment can be given.

• Equipment:
– Suitably stocked first-aid kits and other
equipment.
• Personnel:
– Trained staff.
Must inform people of these arrangements.

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'The 3 Ps'
Basic principle of first aid is to keep the injured
person alive until professional medical assistance
arrives, sometimes called 'The 3 Ps':
Preserve life.
Prevent deterioration.
Promote recovery.
Also provide treatment for minor injuries.

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Personnel and Coverage
Trained personnel:
• First aider – full training.
• Appointed person – basic training only.
Coverage will depend on:

• The general risk level of the workplace.
• The hazards present in the workplace.
• Accident history.
• Vulnerable persons.
• The number of workers.
• Work patterns and shift systems.
• Workplace location (geographic).
• The spread of the workplace.
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First-Aid Facilities
First-Aid Room (Possibly) Equipment
• Centrally located; First-aid boxes (minimum).
accessible by emergency Plus:
services. • Eye-wash stations.
• Clean and adequately • Emergency showers.
heated, ventilated and lit.
• Blankets.
• Hand-wash facilities,
chair, clinical-waste bin, • Splints.
etc. • Resuscitation equipment.
• Stretchers.
• Wheelchairs.
• Other equipment, as
required.
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Management of Change
Typical type of change (Technological /Personnel) in
the workplace and possible impact of such change .
• Construction works
• Process change
• Equipment change
• Change in work practices
Managing the Impact of Change
• Communication
• Risk Assessment
• Competent people
• Segregation of work areas
• Changes in Emergency procedures
• Change review
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End-of-Section Quiz
1. What is the basic function of a first aider?

2. What should be considered when
determining the number of first aiders on
site?
3. What other factors should be considered
when evaluating the overall level and type
of first-aid provision for a site.
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Health and Safety
Management Systems – CHECK
Learning Outcomes
• Outline the principles, purpose and role of active

and reactive monitoring.
• Explain the purpose of, and procedures for,
investigating incidents (accidents, cases of work-
related ill health and other occurrences).
• Describe the legal and organisational
requirements for recording and reporting
incidents.
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Unit IGC 1: Element 4.1
ACTIVE AND REACTIVE

MONITORING
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Active and Reactive Monitoring
Active Reactive
• Ensure health and • Using accident,
safety standards are incident and
correct and being met ill-health data to
before accidents, etc. highlight areas
are caused. of concern.
• Measures progress. • Measures failure.
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Performance Standards
Conformance/non-conformance with
standards:
• Number and quality of risk assessments.
• Health and safety training to schedule.
• Consultative committee meetings to schedule.
• Workplace inspections to schedule.
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Systematic Inspections
Observation Plant • Machinery.
• Vehicles.
Premises • Workplace.
• Environment.
Interviewing People • Working methods.

• Behaviour.
Examination Procedures • Safe systems.

• Method statements.
• Permits-to-work.
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Safety Inspections, Sampling,
Tours and Surveys
Safety Inspection
• Examination of workplace, statutory inspection, plant
and machinery, pre-use checks.
Safety Sampling
• Representative sample to judge compliance.
• Less time-consuming.
Safety Survey
• Detailed examination of one issue, topic.
Safety Tour
• High-profile inspection by managers.
• Can be used to observe behaviours, too.
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Other (Pro)active Monitoring
Methods
• Health Surveillance
- Monitoring worker health – a proactive
measure.
- Shows effectiveness of controls.
• Benchmarking
- Comparison to other organisations.
- Can compare between sectors.
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Workplace Inspections
Factors to consider:
• Type of inspection.
• Frequency of inspection.
• Allocation of responsibilities.
• Competence of the inspector.
• Objectivity of inspector.
• Use of checklists.
• Action planning for problems found.
• Training for inspectors.
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Example Inspection System
Bank head office:

• Purpose – monitor H&S standards.
• Frequency – monthly.
• Persons responsible – managers at different
levels.
• Competence – one-day course.
• Inspection checklist – general checklist – tailored,
if required.
• Follow-up arrangements – an action plan.
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Use of Checklists
Advantages Disadvantages
• Ensures all points • May ignore items not
covered. on checklist.
• Consistent approach.
• Form of written
record.
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In groups, list the topic headings that should

be included on an inspection checklist for use
in your workplace.
Design a rough format for the inspection
checksheet.
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Workplace Inspections
•Fire safety
• Escape routes, signs, extinguishers
•Housekeeping
• General tidiness, cleanliness
•Environment issues
• Lighting, temp, ventilation, noise
•Traffic routes
• Vehicle and pedestrian
•Chemical safety
• Use, handling, storage
•Machinery safety
• Use of guards, interlocks, PPE
•Electrical safety
• Portable appliances, trailing leads, overloaded sockets, etc.
•Welfare facilitates
• Mess ,Rest areas, washing ,toilets

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Allocation of Responsibilities
Inspections must follow through into action.
Action required Responsible person Date Due

Repair damaged Maintenance By 15 July 2015
fire-extinguisher technician
bracket
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Effective Report-Writing
Style – formal, free of jargon or slang, factual, persuasive,
clear, concise.
Structure – executive summary, introduction, main body,
recommendations, conclusions.
Content – significant findings, evidence of findings.
Justified recommendations – moral, legal, economic
arguments, action plan.
Recommended action Priority Timescale Responsible

Person
Tidy the office Medium 1 week Office
Supervisor
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Reactive Monitoring
• Dealing with things that went
wrong!
• Accidents, incidents, ill health,
other unwanted events and
situations:
– Highlights areas of concern.
– Things that have already gone wrong.
– Measures failure.
• 2 methods:
– Lessons from one specific event, e.g.
an accident.
– Data collected over a period.
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Statistics
Data collected and reported about:
• Accidents.
• Dangerous occurrences.
• Near-misses.
• Ill-health cases.
• Worker complaints.
• Enforcement action.
Assist in analysing:
• Trends – events over a period of time.
• Patterns – hot spots of certain types, e.g. injury.
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• An organisation has 2 sites carrying out

similar operations.
• Site A has 300 workers and has had 10
accidents.
• Site B has 150 workers and has had 5
accidents.
• Which has the “better” safety
performance?
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Accident Rate
Accident Incidence Rate (AIR)

‘accidents per 1000 workers’
Number of accidents during a

AIR = specific period  1000
Average number of workers
during the same period
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Use of Statistics
Potential issues:
• Data may be manipulated.
• Incidents may go unreported.
• Sudden increase in reporting of incidents
can suggest a decrease in performance:
- Could be due to improved reporting.
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Other Reactive Measures
Enforcement actions
• Often required during pre-tender
qualifications.
Civil claims
• Total cost of claims can be calculated.
• May be affected by:
- Advertising campaigns.
- Dissatisfaction with organisation.
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End-of-Section Quiz
1. What is meant by active monitoring?

2. What is meant by reactive monitoring?
3. Give examples of active monitoring
techniques.
4. What topics could be considered in a
general workplace inspection?
5. What are accident rates used for?
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INVESTIGATING INCIDENTS
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Incident Investigations
Reasons to carry out investigations:
• Identify the causes.
• Prevent recurrence.
• Collect evidence.
• Legal reasons.
• Insurance purposes.
• Staff morale.
• Disciplinary purposes.
• To update risk assessments.
• Discover trends.
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Types of Incident
• Accident.
• Injury accident.
• Damage-only accident.
• Near-miss.
• Dangerous occurrence.
• Work-related ill health.
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Types of Incident
Accident
An unplanned, unwanted event which leads to injury,
damage or loss:
• Injury accident – where the unplanned, unwanted
event leads to some sort of personal injury, e.g. a cut
hand.
• Damage only accident – where the unplanned,
unwanted event leads to equipment or property damage
but not personal injury, e.g. a wall is demolished.
Near-miss
An unplanned, unwanted event that had the potential to lead
to injury, damage or loss but did not.
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Relationship Between
Incident Types
Published by the Health and Safety Executive and licensed under the Open Government
Licence v1.0: (HSG245)
Hazard Near-Miss Injury
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Accident Ratios
Frank Bird Accident Triangle

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Types of Incident
Dangerous occurrence:
• A specified event that has to be reported to the
relevant authority by statute law,
• e.g. a major gas leak.
Ill health:
• A disease or medical condition that is
directly attributable to work,
e.g. dermatitis as a result of exposure
to skin irritants.
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Level of Investigation
• More minor incidents.
• Investigated by line manager.
• Major incidents, more complex events or

incidents with high potential.
• Investigated by a team:
- Safety specialist.
- Senior manager.
- Technical specialist.
- Worker representative.
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Whole Group Activity
Discuss the first thing you should do when arriving at an accident scene, and then the later steps.
First actions:
Make the scene safe
Check casualty
Get help
Consider other bystanders
Who will be in team (Safety Specialist , Technical Specialist , Worker representative, Medical Specialist)
Gather factual information
Analyse the information and draw conclusions
Identify suitable control measures
Plan the remedial actions
Consider what type of equipment you may need to assist you.
Equipment:
PPE
Camera
Measuring tape
Plans of area
Pens and pencils and paper
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Basic Investigation Procedure
Safety of the scene:
Is the area safe to approach?
Is immediate action needed to eliminate danger
before casualties are approached?
Casualty care:
First-aid treatment.
Hospitalisation:
– Also consider that
by-standers may be in shock.
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Basic Investigation Procedure
Step 1
• Gather factual information.
Step 2
• Analyse the information and draw
conclusions.
Step 3
• Identify suitable control measures.
Step 4
• Plan the remedial actions.
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Step 1 - Gathering Information
Secure the scene.
Identify witnesses.
Collect factual
information:
− Photo/sketch.
− Measurements.
− Notes.
− Mark-up plans.
− Samples.
Interview witnesses.
Examine documents.
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• You have to interview a witness who has

just seen his friend injured at work.
• Suggest some golden rules that should be

followed.
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Witness Interview Technique
Quiet room, no distractions.
Establish a rapport.
Explain the purpose, not about blame.
Use open questions, e.g. Who? What? Where?
When? Why? How?
Keep an open mind.
Take notes.
Ask for a written statement.
Thank the witness.
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• To practise using open-questioning

techniques, find out what the person
sitting next to you did last night.
• Try to use only open questions.
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Document Examination
Site plans.
• Company health and safety policy.

• Training records.
• Safe systems of work.
• Permits-to-work.
• Maintenance records.
• Previous accident reports.
• Sickness records.
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Step 2 – Analysing Information
Immediate causes:
• Unsafe acts.
• Unsafe conditions.
Underlying/root causes:
• Reasons behind the immediate causes.
• Often failures in the management system:
– No supervision.
– No PPE provided.
– No training.
– No maintenance.
– No checking or inspections.
– Inadequate or no risk assessments.
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• A worker is struck by a load

being carried on a pallet
by a forklift truck.
• Outline possible immediate

and underlying causes
of the accident.
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Forklift Truck Accident
Immediate causes:
• Failure to secure the pallet.
• Poor positioning of the truck close
to the pedestrian exit.
• Aggressive braking by the driver.
• Inattentive pedestrian steps into
the path of the forklift truck.
Underlying/root causes:
• No training for the driver.
• Lack of segregation of vehicles and pedestrians.
• Poor driver induction.
• Poor truck maintenance.
• No refresher training.
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Step 3 – Identifying Suitable Control
Measures
For immediate causes:
• Clean up the spill.
• Replace the missing guard.
• Relocate the trailing cable.
For underlying/root causes:
• More difficult.
• Need to make changes
in management system.
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Step 4 – Plan the Remedial Actions
Dangerous conditions must be dealt with
immediately.
Interim actions may be possible.
Underlying causes will require more complex
actions:
• Will take time, effort, disruption, money.
• Need for prioritisation.
Recommended action Priority Timescale Responsible
Introduce induction Medium 1 month Warehouse

training for all new FLT Manager
drivers
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End-of-Section Quiz
1. What are the main reasons for reporting

an incident?
2. What are the main reasons for
investigating an incident?
3. Who might investigate a minor injury to a
worker, which had no real potential to be
worse?
4. Who might investigate a major incident?
5. What are the 4 key steps in incident
investigation?
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RECORDING AND REPORTING

INCIDENTS
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Internal Incident Reporting
Reasons for reporting incidents:

• To trigger the provision of
first aid.
• Preserve accident scene.
• Enable investigations to be
carried out to prevent
recurrence.
• Legal requirement to report some incidents.
• Record for civil claims.
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What sort of things are likely to hinder good

accident and near-miss reporting?
What can an organisation do to make it more
likely that incidents will be reported?
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Barriers to Reporting
• Unclear organisational policy.
• No reporting system in place.
• Culture of not reporting (peer
pressure).
• Overly-complicated reporting procedures.
• Excessive paperwork.
• Takes too much time.
• Blame culture.
• Apathy – poor management response.
• Concern over impact on organisation/individuals.
• Reluctance to receive first aid.
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Accident Record Contents
• Name and address of
casualty.
• Date and time of accident.
• Location of accident.
• Details of injury.
• Details of treatment given.
• Description of event causing injury.
• Details of any equipment or substances involved.
• Witnesses’ names and contact details.
• Details of person completing the record.
• Signatures.
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Internal and External
Incident-Reporting
Will depend on the severity:
Internal External
• Directors • Family of the casualty
• Senior managers • External authorities
• Human resources • Insurance companies
managers • Public relations
• Health, safety and advisers
environmental advisers
• Worker representatives
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Externally-Reportable Events
Some incidents need to be reported to

regulator by law, e.g.:
• Fatality.
• Major injury.
• Dangerous occurrence.
• Disease.
• Lost-time injuries.
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Data Collection & Analysis
Analysis of data:
• What is the trend in accident/incidence rate over the
past 5 years?
• What are the most common types of accident?
• What are the most common types of injury?
• Between what times of the day do most accidents
occur?
• Which part of the body is most frequently injured?
• Which department has the highest accident rate?
• What is the accident-rate trend for a particular part of
the organisation?
• Where do most accidents occur in the
workplace?
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Lessons Learnt
Action taken as a result of incident.
Published internally as “lessons learnt”:

• Shows company commitment to improving.
• Allows improvements to be made.
Maintain confidentiality!
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End-of-Section Quiz
1. Why might an employee not report an

incident?
2. What are the typical contents of an
internal incident-report form?
3. Why are incident data collected?
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Health and Safety
Management Systems – ACT
Learning Outcomes
• Explain the purpose of, and procedures for, health
and safety auditing.
• Explain the purpose of, and procedures for,
regular reviews of health and safety
performance.
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HEALTH AND SAFETY AUDITING
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Health and Safety Audits
Auditing is the:
• systematic,
• objective, and
• critical evaluation
of an organisation’s health and safety
management system.
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What is the difference between an audit and

an inspection?
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Distinction Between Audit and
Inspection
Audit Inspection
Examines documents. Checks the workplace.
Examines procedures. Checks records.
Interviews workers. Usually quick.
Verifies standards. Lower cost.
Can be a long process. May only require basic
Usually expensive. competence.
Requires a high level of Part of an audit.
competence.
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Pre-Audit Preparations
The following should be defined:
• Timescales.
• Scope of the audit.
• Area and extent of the audit.
• Who will be required.
• What documentation will be required.
• Auditor competence.
• Time and resources for auditors.
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During the Audit
Auditors use three methods to gather information:
• Paperwork - documents and records.
• Interviews - managers and workers.
• Observation - workplace, equipment, activities and
behaviour.
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Documents
Typical information examined during an audit:
• Training records.
• Minutes of safety-committee meetings.
• Maintenance records.
• Record of monitoring activities.
• Accident-investigation reports and data.
• Emergency arrangements.
• Inspection reports from insurance companies.
• Regulator visitors.
• Worker complaints.
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The End of the Audit
Verbal feedback session:

• To managers.
• Highlights of the audit.
Written report to management:

• Findings.
• Recommendations.
• Priorities and timescales.
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Responsibility for the Audit
• The organisation.
• External authorities:
– Enforcement agencies.
– Insurance companies.
– Accreditation centres (ISO 45001, etc.)
It is the responsibility of management at all levels to

ensure recommendations for improvement are
communicated and implemented.
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Discuss the advantages and disadvantages of

an external and an internal audit.
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External Audits
• Independent of any • Expensive
internal influence • Time-consuming
• Fresh pair of eyes • May not understand the
External • May have wider business so make
experienced at auditing impractical suggestions
Audits
• Experience of different • May intimidate workers
types of workplace so get incomplete
• Recommendations often evidence
carry more weight
• Up to date with law
• More able to be critical
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Internal Audits
• Less expensive • Auditors may not notice
• Auditors are already certain issues
familiar with the • Auditors may not have
workplace and what is good knowledge of
practicable industry or legal
Internal standards
• Can see changes since last
Audits audit • Auditors may not possess
• Improves ownership of auditing skills so may
issues found need training
• Builds competence • Auditors are not
internally independent so may be
subject to internal
• Workplace more at ease
influence
• Familiarity with workplace
and individuals
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Correcting Non-Conformities
Major non-conformance:
• Significant issue, needs urgent action.
Minor non-conformance:
• Less serious issue, unlikely to result in injury or
failure of management system.
• Observations.
• Opinion given by auditor.
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End-of-Section Quiz
1. Define “auditing”.
2. What is the difference between an audit
and a workplace inspection?
3. What types of information might be
examined during an audit?
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Unit IGC 1: Element 5.2
REVIEW OF HEALTH AND SAFETY

PERFORMANCE
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Levels of Review
Full management system review:

• By the board, annually.
Management team review:

• Every quarter, feeds to full review.
Departmental review:
• Monthly, by line manager to ensure on track.
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Reasons for Having Regular Performance
Reviews
• Are we on target?
• If not, why not?
• What do we have to change
to continually improve?
• Essential part of management system.
• Requirement of ISO certification.
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What measurements of health and safety

performance should be included in the annual
review?
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Performance Indicators
• Compliance with legal and organisational requirements,
new developments.
• Accident and incident data, and corrective actions.
• Inspections, surveys, tours, sampling.
• Absence and sickness data.
• Quality assurance reports.
• Audit reports.
• Monitoring data/records.
• External communications and complaints.
• Consultation results.
• Achievement of objectives.
• Actions from previous management reviews.
• Legal and best practice developments.
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Outputs from Review
Management reports:
− Minutes circulated.
− Records maintained.
− Actions closed out.
Annual report to shareholders:

− For some organisations.
Continual improvement.
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Continual Improvement
Review evaluates performance against
standards:
• Action taken as a result to improve.
Board/senior managers:
• Set targets as a result of review/amend policy.
Middle managers:
• Review performance.
• Set targets for their area.
Junior managers:
• Review local performance.
• Set targets for their area.
©RRC
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End-of-Section Quiz
1. Why should an organisation carry out

reviews of health and safety performance?
2. What should be considered in the
management review of health and safety
performance?
©RRC
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Management of International

Health and Safety

Complexity of the workplace.

• Health – absence of disease

• Safety – absence of risk of

• Welfare – access to basic

Why might the management

Key points include:

1. What barriers might there be to good

REASONS FOR MAINTAINING AND

Legal (or social) reasons.

Economic (or financial)

Global statistics from the International Labour

International standards from the International

An employee has been injured at work.

Direct costs include:

1. What are the 3 main reasons for managing

ROLE OF NATIONAL GOVERNMENTS

Occupational Safety and Health Recommendation

We'll talk about these a lot during the course!

• C115 – Radiation Protection (1960)

• C162 – Asbestos (1986)

• C167 – H&S in Construction (1988)

• Safe place of work – and safe access and

Apart from employees, who else must the

Anyone who may be affected by what

Anyone affected by their business activities:

Article 19 of C155 also places obligations on

• No harmonised global standard.

Breach of H&S legislation is usually a criminal

Fault-Based Compensation Systems

These standards are not “law”, they’re good

Internationally-recognised standard for

KEY ELEMENTS OF A HEALTH AND

The ILO-OSH 2001 Safety Management System

50 Source: ILO-OSH 2001.

• The system should develop over time to ensure continual

Planning and implementing:

Action for improvement:

What are the key elements of the ILO-OSH

PURPOSE AND IMPORTANCE OF

Why might the health and safety policy of two

Why isn’t there a prescribed, “one size fits all”

1. Why is an organisation’s policy so

2. Why might two organisations doing similar

KEY FEATURES AND CONTENT OF A

Health and safety policy is usually found in

• Specific - clearly defined, precise.

E.g. review all 48 risk

It will be important to consider:

Targets may be included in the statement of

What targets could be included? (General

Health and Safety Organisation Chart

Management – responsible for day-to-day management.

All employees – responsible for acting safely.

Competent persons – first aiders, fire marshals, etc.

Specialist health and safety practitioners – responsible

• Detailed description of policies

• Usually a long document.

• Often separate from the policy document.

• Unique to each organisation.

Can you think of any other specific health and

Write down as many as you can think of,

Requires employers to set down