Revision Cards[1]

8/3/2019 Revision Cards[1]

1/44

Health & Safety atWork act etc 1974

Section 2

2.1 General duty to ensure so far asreasonable practicable thehealth & safety of employees

2.2a Provision & maintenance ofsafe plant & SSOW

2.2b Safe use, handling, storage andtransport of materials

2.2c Information, Instruction, Trainingand Supervision

2.2d Safe access and regress

2.2e Adequate safe facilities

2.3.3Policy

2.2.4/5 Safety rep

2.2.6Consultation with safety reps

2.2.7Establish committee ifrequested by 2 reps in writing

Section 3

Public contractor

Visitors disclosure of information

Section 4

Sharing workplace

Section 5

Emission

Section 6

Manufacturers

Section 7

Employee duty

Section 8

Employees not to interfere

Section 9

Charge for PPE

Section 33Not to obstruct inspector

Section 37

Prosecution of Director /Managers

Health & Safety at Work act etc 1974


2/44

Whistle Blowing

Prescribed People

-Union Safety rep

-Employer

-H&S advisor

-Professional body

-HSE

Law = The Public InterestDisclosure act 1998

Employee good faith

Employees must havereasonable belief of oneor more of the following

Breach of legal obligation

A criminal offence

Miscarriage of justice

Danger to the H&S of anindividual

Danger to the environment

Protected disclosure

Whistle Blowing

Prescribed people

Employee good faith

Employeesprotectedagainst

-loss of job

-victimisation

-if job lost,case forunfairdismissal


3/44

Domino Theory

Event 5

Effect - injury

Heinrich / Bird Loftus

Natural culmination of aseries of events leadsto a preventable injuryoccurring

Chain of events

Remove as to preventaccident

Event 1

Ancestry / social environment

Event 2

Fault of person

Domino Theory

Event 4

Accident

Event 3

Unsafe act or condition

Bird & Loftus developed Heinrich model to include management influence

Benefits

Structured accident investigation

Bird & Loftus version encourages the search for underlying causes

Limitations

Simplistic straight chain thinking

Heinrich model restricts the findings of underlying causes


4/44

Compensation AmountsCompensation Amounts

Special known

Loss of earnings up to trial

Modifications of house

Travel expenses

Special care

Medical costs

Legal expenses

General not know

After care

Pain & Suffering

Impact upon family life

Loss of ability

Loss of quality of life

Loss of future earnings


5/44

Reducing the risk of component failure

Reduce the risk of component failure

Burning in

Regular inspection

Monitoring of conductions ,e.g.. temp

Planned replacement

Information, e.g.. Life span

Component design

Collection of failure information

Introduction of parrelet systems

Standby systems

Planned preventative maintenance

Life Span

Failure mode analysis


6/44

Factors that affect perception

Factors that affect perception Age

Experience

Physical ability

Personality

Attitude

Intelligence

Information received

Knowledge

Design & ergonomics

Knowledge & experience

Training

Senses

Environmental factors, e.g. noise

Drugs & alcohol

Fatigue e.g.. Shifts

Nature of hazard

Visual

Audio

Smell

Feel


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Gaining Workforce Commitment

Gaining Workforce Commitment

Training

Leading from the front

Finding out reasons for resistance

Consultation with employees

Use of step by step instructions

Setting out clearly the reasons and benefits of the proposed change

Produce positive feedback

Get everyone involved

Demonstrate weakness in existing system

Get their input

E.g. pilot schemes


8/44

Accident InterviewTechniques

Accident Interview TechniquesPut person at ease

by explainingpurpose ofinvestigation

Take notes

May need to adjustlanguage forwitness

Interview person atthe scene ifpossible (propseasily available,help memory)

Invite witness to

haveaccompanyingpersonInterview ASAP

after the event

Careful Question Phrasing

What happened

What did you see

What times

Where

When

How

Who

Not why

Listen withoutinterruption

Repeat witnessaccount back tothem to check thatit is fullyunderstood

Finish interview on

a positive noteperhaps whatwitness thinks canbe done to improve


9/44

Benefits of stayingwith HSG65

Benefits of staying with HSG65Existing system

may be workingwell

HSG65 is used by

the enforcingbodies

HSG65 wascreated to addressthe requirements ofReg5 MHSR99

Organisation couldbe exposed duringchange over

Cost of changeoverIncreased

paperwork

OHSAS model may be toosophisticated for smallercompanies

Audits aregenerally carriedout by health &safety specialist

No cost forcertificates /maintaincertification


10/44

Consideration whendeveloping an audit

program

Consideration when developing an audit program

Applicable legislation Resource required

to audit

Training for auditor

Frequency ofaudits

Aspects to beaudited e.g..Elements ofHSG65

Time required

Scoring system

feedback

Monitoring systemsfor results


11/44

Benefits ofOHSAS18001

Benefits of OHSAS18001

External regulation

e.g.. customer Customer demand

Recentlyaccredited to ISOstandard (2007)

Internationalrecognition

Externalassessment

More prescriptivesystem

Clearer standardfor benchmarking


12/44

Benefits of

IntegratedManagement

Systems

Benefits of Integrated Management Systems

Team approach

Improved and/or equalculture for allstandards/disciplines

Reduction in costs

Combined audits

Less duplicates

Same format used

Combinedinformationsystems

Equal influence

Holistic approachto riskmanagement

Equal businesspriority


13/44

Benefits of

SeparateManagement

Systems

Benefits of separate management systems

Existing systems

may work well One discipline mayrequire a morecomplex system tomeet business needs

Health & Safety /Environmentalhave a minimumlegal requirementPotential loss of

professionaldisciplines required

Customer demand

ISO/OHSASrequired

Complex auditing

Business exposureduring integrationperiod

Resistance tochange


14/44

Multiple causation

Multiple causation

May be more use

than one underlyingcause

Not only if happens insequence

Thorough accidentinvestigationrequires all causeto be identified

Look at all factorsincluding culture,management

Failings usuallyinteract with eachother causingincident, can bemajor

Benefits

Thorough accident investigation

Identification of allunderlying causes includingeffects of managers andmanagement systems

Encourages the use of a moresystematic accident analysis suchas fault tree analysis


15/44

HSWA 74 &Disabled personconsiderations

HSWA 74 & Disabled person considerations

Section 2

1. General duty H&Sof employees

Safe access andregress

Nature of disability

Adaptation ofSSOW to suit

Appropriate meansof training &providinginformation

Workplace circumstances

Safe plant

Reasonablypracticable measuresto ensure safe

Welfare provisions


16/44

Disability

discrimination act &Disabled personconsiderations

Disability discrimination act 1995

Unlawful for employer to

discriminate against adisabled person when heemploys

Not to discriminateduring recruitment

Reasonableadjustments

Premises, access/egress, welfare

Emergencyprocedures

Considereffectiveness ofmodifications.

E.g. fire alarm

effectiveness

Equal promotion prospects

Workplace layout


17/44

Vicarious Liability

Vicarious Liability

Breach of civil lawCases

Lister Vs Romford Ice& Cold Storage

Hudson Vs Ridgemanufacturing

(competent fellowemployees)

Tort of negligencecommitted byemployee

Defences

Volenti non fitinjuries

Contributorynegligence

Not acting withinscope ofemployment

Not employed

No injury orunforeseeable

Employers liability

insurance

Employee employed byemployer

Employee acting incourse ofemployment

Negligent actcause injury or lossto third party

Means to payclaimant


18/44

Considerationswhen developing anear miss system

Near miss systems

Clearly definition of

near Miss Who will report nearmisses

Consultation withemployee

Building of a fairblame culture

Ease of reporting,clear, straightforward format

Training required

Provision ofinformation,instruction andtraining

Define reporting linesto ensure actions areimplemented

Positive feedbackfor reporters


19/44

Purpose & Benefitsof near miss data

Purpose and Benefits of Near Miss Data

Near misses have

the potential tobecome an accident

Investigation of nearmisses and carrying out

improves/implementingpreventative measures

Data analysis canshow trends andreoccurring issues indicates areas toimprove

Helps to identifyinadequate SSOW

Identifiesinadequate training

Shows managementcommitment through

action follow up and feedback

Proactive approachto incidentmanagement

Identifies inadequatehealth and safetymanagement and/orelements of themanagement system

Identifiesopportunities forimprovements

Helps get everyoneinvolved in safety


20/44

Control design

Design of controls

Keep number tominimum A change of system

state should onlyoccur after operationof a control

System restarts

should only occurafter operating acontrol

Operating a control shouldrequire a positive action bythe operator withimmediate effect

Labels & shape putto effective use

Controls should bekept next to thedisplay that givesthe reading of itsoutput

Stop controlsshould be easy toactivate

Arrange of controlsin sequence of use

Space betweeneach control

Easy to use e.g..Toggles / switches


21/44

Display design

Design of Displays

Digital for quantative

information Direct relationbetween readout andcontrol

Lights used forstatus readings

VDUs to show

process overview

Correct number ofcontrols, too manywill overloadoperators

Dials with pointers toconvey qualative readings

Use of colours to giveclear indication of achange in state

Emergencydisplays should beclearly identifiable


22/44

Characteristics Of APositive SafetyCulture

Characteristics Of A Positive Safety Culture

Open communication

between managersand shop floor Managementcommitment

Availability of fundsand resources

Strong participationby employees

Mutual trust

Leadership by managers

Good quality ofhealth and safetytraining

Potentially lowaccident rates

Reporting ofhazards byemployees


23/44

Strategic role ofH&S profession

Strategic role of H&S profession

Policy development andsetting of objectives

Managing enforcingbodies

Formulating &developingelements of theH&S managementsystems

Auditing &identifying furtheropportunities forimprovement

Advising senior managers

Developing /agreeing plans forimprovement, shortand long term

Involvement inreactive monitoringe.g. accidentinvestigation

Ensuringorganisation islegally compliantand keeping up todate with legislationchanges

Developing stronggood safety culture


24/44

Employer responsible fornegligent act of contract

vicarious liability

Employer responsible for negligent act of contract vicarious liability

Case: Mersey docks &harbour boardVs Coggins & Griffiths

Contractor undercontrol of employer

Contractor carryingact over whichemployer hascontrol

Employer authorisesnegligent act

Acting in course ofemployment

Act caused harm orloss to third party


25/44

Requirement ofReg7 MHSR1999

Requirement of Reg7 MHSR1999Person competent toadvise

Appoint one or morepersons

Number of andtime availablesufficient for size,risk and riskdistribution of thecompany

Arrangements forcooperation if more thanone

Provision ofinformation onhealth & safetyissues to externallyappointed(consultant)

Preference is

internalappointment

Information ontemporary workers

Exemption forpartners if one ormore is competent


26/44

Typical client /contract for workcarried out

Typical client / contract for work carried out

Contractor to maintainlegal compliance Provision of

competent persons

The requirementthat the contractorhas RAs,SSOW,MSs

Employer liabilityinsurance

The contractor /client suppliesappropriate welfare

Requirement toattend site H&Sinduction beforeworkers start workon site

Define safetyresponsibilitiesbetween client &contractor

Clients right to stopwork if unsafe

Clients right tomonitor safetystandards ofcontractors

Responsibilities foremergencyplanning


27/44

Limitations of

measuring H&Sperformance by

accidents / incidents

Limitations of measuring H&S performanceby accidents / incidents

Does not reflect chronichealth issues May take long time for

data to provide trends

Data is a measureof failure notsuccess

Under reporting particularlywhen targets are set

Historicperformance cannot predict futureperformance

Data measureseffectiveness ofprevious safetymeasures not newmeasures

Accident data maybe small hence notbeing easy to seetrends

Absence of incidentdoes not meangood procedures inplace

Data is subject torandom fluctuation

Reactive


28/44

Elements of legallyenforceablecontract

Contracts

An offer from one party& acceptance fromanother can be verbal orwritten The intention to create

legal relations

Parties involvedmust have legalcapacity to do soe.g.. adult

Legal considerations

Money

Undertaking work/tasks

Genuine consentgives the terms ofcontract e.g.. Nomisinterpretations

Not mentallyincapacitated at thetime of the contract

Contract must notbe to commit acrime


29/44

HAZOP

HAZOP

Design stage of process Define scope

Appropriate specialist

Engineers

Health & safety advisor

Operators

Managers

Defined Hazop leader

Team effort

Process brokendown into sectionsto analyse

Identify possibledeviations fromnormal running

Assess impact ofdeviations

No flow

Flow

Identify possiblepreventativemeasures

Create action planfor improvement

Owner

What

When


30/44

Why a PTW systemmay not be used

Why a PTW system may not be used

Too bureaucratic

Difficult system to use

Lack of information,instruction, trainingand supervision

Poor safety culture e.g..Routine work

Too time consuming

Permit not specificto task

Absence ofcompetent personto authorise

Potential hazards

not fully identified

Difficult to organisecontrol measures


31/44

Reasons to

establish effectiveconsultation with

employees

Reasons to establish effective consultationwith employees

Statutory requirementHealth and safety(consulting withemployees reg 1996)

Promotion of goodsafety culture throughemployee involvement

Information fromshop floor

Promote employee

ownershipIdentification ofimprovementopportunities

Improvingperception aboutvalue of H&S


32/44

Practicable

Where technology or knowledge

exists must be implemented

Cases

Adsett vs K & L steel founders(technology not known, silica dust)

Not as high a duty as Absolute buthigher duty than reasonablypracticable

Cost of precautions is not a factor

Practicable


33/44

ReasonablePracticable

Balance of cost vs risk

One factor must be grosslydisproportionate to the other

Duty not as strict as Absolute orpracticable

CasesEdwards vs National coal board(shoring up of roadway) NCBfound liable as risk andconsequences was greater thancostMarshall Vs Gotham (gypsummine)

Reasonable Practicable

Decision is reached to implementprecaution or not after balancing


34/44

Reasons why accidentsshould be investigated

Establish causes both immediate

and underlying causes

To ensure future preventativeactions can be defined andimplemented

Investigation could provide usefulinformation for evaluating thecosts of accidents

Demonstrate managementcommitment

Reasons why accidents should beinvestigated

Assess compliance with legalrequirements

Obtain information/evidence forany future civil claim

Information gathered frominvestigation can be used toevaluate whether currentprecautions are adequate, alsoSSOW and existing riskassessments are they adequate

Assess whether further trainingand/or supervision is required


35/44

Accident investigation

Take photos, make sketches take

measurements of scene

Obtain and CCTV footage thatmay be available

Identify environmental factors thatcould have contributed to theaccident e.g. poor light, noise, wetconditions

Look at any RA/SSOW in place

Accident investigation

Look at any relevant proceduresthat are in place

Interview all parties involvesASAP, e.g. injured party,witnessess

Look at training records that mayexist for people involved inaccident

Identify immediatecauses/underlying causes

A l i id i i i d


36/44

Analysing accidentinvestigation data

Examine information objectively

i.e with a view to identify thecauses

Look at job factors involved e.g.distractions

Look at any organisational factorswhich may have contributed

Competence of person involvede.g. training/supervision

Analysing accident investigation data

Where procedures adequate e.g.RA/SSOW

Existing health and safety culture

Assess human factors that may

have been involved e.g. fatigue,stress, alcohol

Quality of supervision

Plant/equipment factors e.g.serviceable/inspected

Take into account anyenvironmental factors that mayhave exited e.g. noise, light, aircondition

G i S Of W kf T I


37/44

Gain Support Of Workforce

To Improve Health AndSafety Culture

Consultation, co-operation,participation, competence,commitment

Talk to the workforce, get theirinput

Understand current employeeperception of health and safety

Have informal discussion, teammeetings etc

Gain Support Of Workforce To ImproveHealth And Safety Culture

Increase employee participatione.g. risk assessments. H & Smeetings

Show management commitmentby leading from the front

Set health and safety targets andcreate plans for improvement,communicate these plans to all ofthe workforce

Introduce new consultation forums

Demonstrate good resource for H& S

Train them, - show the benefits ofimproved safety conditions

Introduce new improved safetypolicy's and programmes e.g.behavioural safety programme

Ensure positive feedback is given


38/44

Consideration For Emergency PlanningIncluding COMAH Site

Identification of roles and responsibilities of key individuals in the planning stage e.g. technical support, engineers,safety advisors, key managers

Consider the quantities involved e.g. flammables stored

Provision of information to local authorities

Possible causes of major incident e.g. fire in flammable tank farm

Estimating the likely extent of damage e.g. dispersion analysis of a gas release/explosion

Staff and equipment required to control the incident/minimise impact, call out arrangements

Setting up of an incident control team

Resources needed to deal with incident e.g. specialists

Raising the alarm both on site and off

Evacuation for both site and nearby residents/shelter arrangements

Training for staff in emergency plans arrangements

Action to minimize extent e.g. shutting of service

Search and rescue arrangements

Notification of emergency services and HSE

Control and management on site including roles and responsibilities for emergencies incident team

Provision of information for emergency service e.g. location of hazards and potential impact

Control of spillages/pollution, toxicity/flammability and possible adverse effects

Clean up/decontamination procedures

Dealing with the press

Consultation with emergency services e.g. technical advice

Emergency plan testing arrangements

Establishing control centres

Site plans information

Business continuity


39/44

HumanFailure

ErrorsNot deliberate

Violationsdeliberate

RoutineNormal way of

work

SituationalJob pressureTimeRule not safe attimeIncorrectequipment

ExceptionalEmergencysituationsSomething goeswrongNot carry outsafely decisionstaken, normallydue to time wont

allow

Skill based errors Mistakes

Doing the wrongthing believing it tobe right

Rule basedRemember rulesof familiarprocedureApply wrong ruleApply rules towrong situation

KnowledgebasedUnfamiliarcircumstanceApply knowledgeEg mechanic

Slips of actionActions not asplannedSteps in wrongorderToo soonToo lateToo strong

Too weakUp rather thandown

LapsesMemoryForget to carryout actionLose place intaskExample forget toturn something on

Human Failure


40/44

European Law

Regulations

Apply directly in member states

Go straight into member law

If conflict with National law European prevails

Rarely used

Directives Can be applied to all members or individual members

Lay down objectives what achievement is required

Directives have to be implemented by member states.

Decisions

Can be made by Council or commission

Biding upon those they address

Main use is to allow a member state to depart from a requirement of a EU treaty


41/44

Articles of Treaty of Rome

Article 95

Intended to remove barriers to trade/ensure unrestricted movementand sale

Harmonised product standards

E.g. Machinery Directive

Article 137

Setting of minimum standards of health and safety

Harmonisation and improvement of workplace health and safetystandards

E.g. Frame work directive 6 pack

Procedure for making regulations under


42/44

Procedure for making regulations

under HSWA1974

Power to make regs given tosecretary of state by section 15HSWA

Subject matter of reg should fallwithin schedule 3 of the act

Passed it no vote against

HSC could make proposal tosecretary of state

Procedure for making regulations underHSWA1974

Consultation between secretaryand HSC and other relevantgovernment bodies must occur

Proposals must lie before bothhouses of parliament for 40 days

If vote against they are annulled

Cost vs Benefit Analysis as applies to


43/44

Cost vs Benefit Analysis as

applies to proposed regulation

Identify overall value to society ofproposed regulation

Comparison with cost ofimplementing the regulation

Cost of benefit in terms ofprevention of death, injury and illhealth

Cost vs Benefit Analysis as applies toproposed regulation

Cot and benefits both convertedinto monetary values

Cost adjusted for different timescales of implementation andbenefits that may occur

Finally the calculated monetaryvalues are compared and adecision is reached

Ensuring Safety of other workers while


44/44

Ensuring Safety of other workers

while construction work isundertaken

Agree schedule/time frame forwork

Provision of information on thingssuch as signing in/out procedures

Ensure all waste removedcontrolled

Presence of asbestos and controlmeasures

Ensuring Safety of other workers whileconstruction work is undertaken

Site induction procedure

PTW system may be required forabnormal activities

Office employees fully informed oflocation and nature of work

Monitoring of contractor healthand safety performance

Establish emergency proceduresfor contractors and normal staff

during the work

Barrier area of, close sectionswhere work carried out

Safe storage of hazardousmaterials

Contractors informed of any sitehazards

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