Saving lives, reducing injuries by focusing on ‘key issues’ Presented by: Roger Bibbings MBE,...

Saving lives, reducing injuriesby focusing on ‘key issues’

Presented by:

Roger Bibbings MBE, BA, CFIOSH, Occupational Safety Adviser

THE ROYAL SOCIETY FOR THE PREVENTION OF ACCIDENTS

Enhancing the quality of life by exercising a powerful influence for accident prevention

RoSPA: 90 years young!

Mission ‘To save lives and reduce injuries’

Vision ‘To lead the way on accident prevention’

Focusing effort on:

Policy influencing

Research and information

Safety products

Training and auditing

Networking and support

Events and awards


Some hard facts

10,000 accidental deaths a year

3,500 home

3.200 road

300,000 serious injuries

5 million A&E visits

Social deprivation issue

Affecting old and the young

Not included in public health

Easily preventable


Selecting key issues

Major issues not minor ones?

Possibility of change?

Reasonable timescale?

Not being addressed by others?

Adequate resourcing?

Partnership possibilities?

RoSPA synergies and fit?


Key issues

1. Managing occupational road risk

2. Director action on safety and health (and

GoPOP)

3. Accident investigation

4. 24/7 safety lifeskills


Occupational road risk

UK’s biggest occupational safety issue

Excluded from mainstream H&S management/enforcement

800 – 1000 deaths per annum (‘at work’ drivers/passengers/

pedestrians, other road users) compared 500 RIDDOR

25,000 mpy riskier than coal mining!

Action needed on company cars and vans

Prevention focused on management not just drivers!

MORR can contribute to national RS targets (40% reduction

KSI by 2010)


Who is at risk?

Commercial vehicle drivers

Sales staff Service engineers Dot com delivery

drivers Social workers Emergency services Local authority staff Bus and coach

drivers & passengers

Voluntary workers

Motorcycle couriers Pizza delivery riders Police Paramedics Government officials Teachers Vehicle recovery staff Health workers At-work pedestrians Anyone on the road as

part of their job!!!!


The MORR timeline

1996/7: RoSPA seminars (Esso/EEF)

1998: RoSPA Guidance/ Stoke Court ‘Declaration’

1999: input to ‘Tomorrow’s Roads’

2000/2001: WRRSTG (Dykes report)

(www.hse.gov.uk/road/content/traffic1.pdf)

2002: ORSA

2003: New HSE/DfT guidance/RoSPA guidance 2nd edition

2004: W&P Select Committee report on HSC/E

2005 Motorist’s Forum report ( www.cfit.gov.uk/mf )

http://www.cfit.gov.uk/mf

http://www.cfit.gov.uk/mf


Employer impact on crash risk

Exacerbate Too far Too fast (incentives

to speed etc) Unsafe

routes/conditions Unsafe vehicles Stressed, tired,

untrained drivers Poor work/life

balance Mobiles Poor H&S culture

Ameliorate Reducing exposure Clear policy on speed Journey planning Safer vehicles Driver assessment and

training Action to combat fatigue ‘No mobile while mobile’ Clear MORR policies Leadership by example


HSE/DfT guidance

(Accessible at http://www.hse.gov.uk/pubns/indg382.pdf)

• Confirms that H&S law does apply on the road

• Suggests approaches to risk assessment

• Suggests control measures/performance review

• Signposts further information

• Highlights the ‘business case’ for action


What are most businesses doing?

MOST NOTHING AT ALL !!!!

but some….

driver handbooks

licence checking

feed back schemes (e.g. well driven?’)

negative penalties

crash data analysis

driver assessment and

DRIVER TRAINING…


Yes, OK BUT..

managing occupational

road risk is not driver

training….


MORR means

developing a

risk management approach,

i.e. putting in place the

policies, people, procedures

to

‘work the problem’ !!


Embed MORR in HSG65

A 1. define policy objectives

U 2. organise and train

D 3. plan and implement

I 4. measure performance

T 5. review and feedback


Use risk assessment to

To help managers and/or drivers

understand:

1) ‘Who, how, when, how bad etc?

2) Risks intolerable/unjustified?

3) Existing controls adequate or more

needed?

4) Which risks to tackle first?


MORR: Risk assessment

Three levels:

1. Generic 2. Specific 3. Dynamic

Review risk enhancing features of:

journey tasks (speed? fatigue? routeing? distance?

timing?distractions, weather? night/day?)

vehicles (fit for purpose? properly maintained? additional

safety features?)

drivers (age/experience? crashes/points?

attitudes/competence? fitness/eyesight/stress? sleep

quality?)


Approach to risk control

1. eliminate

2. reduce

3. isolate

4. control

5. adapt

meeting without moving

change/mix mode

reduce journeys/mileage

reduce hours/distances

optimise schedules

plan ‘safer’ routes

avoid adverse conditions

specify ‘safer’ vehicles

ensure maintenance

assess driver fitness

reduce distractions

alcohol/drugs policies

assess driver competence

prioritised driver training


Backed by policies on

Speed (all staff to comply with limits)

Fatigue (preparation for driving, mileage limits, rest periods,

caff/napping etc)

Night/adverse weather driving (avoidance)

Vehicle selection/maintenance (fit for person/purpose etc)

Own vehicle use (minimum conditions)

Driver fitness (stress, ill health, eye sight)

Drugs/alcohol (including non-prescription medicines)

Mobile phones etc etc (‘no mobile when mobile!’)

Driver competence (higher grades for higher risk drivers?)


Govt must

Accept WRRS is a major issue Increase HSE resources for WRRS Take a lead as an exemplar employer Facilitate performance benchmarking Link WRRS and site transport safety agendas Enforce where necessary/take high profile

prosecutions Respond to worker/public complaints Ensure HSE/police liaison in crash investigations Lead the WRRS research agenda Include WORRIs in RIDDOR Engage insurers/brokers Commission an MORR standard


Information

• www.rospa.com (go ‘occupational safety’)

• www.orsa.org.uk

• www.morr.org.uk

• www.hse.gov.uk/roadsafety

• www.airso.org.uk

• www.roadsafe.com

• www.pacts.org.uk

• www.brake.org.uk

• www.larsoa.org

• www.rospa.com/drivertraining


Current challenges in OS&HDIRECTOR LEADERSHIP

Targets

Priority themes

SMEs

Supply chain

Workforce involvement/consultation

Health and well being (stress, MSDs, rehab)

MORR?

Behavioural safety?

Senior management leadership


Why the focus on directors?ACCOUNTABILITY

Growing understanding of accidents as

organisational safety failures

Limited prosecution of directors for H&S

offences,

Failure of high profile prosecutions,

Calls for public accountability and CM

Tougher/remedial (?) sentencing


Why the focus on directors? PERFORMANCE

Scale of risk, harm and loss

Turnbull etc, Management system approach (HSG65)

Top level commitment determines authority to act

and performance

Influencing the contracting/supply chain

Confirmed by HSE, awards/audits

HSC recognition of the importance of board

leadership and direction in achieving targets

Board and business education OS&H deficits


Barriers to senior leadershipATTITUDES

Attitudes (‘don’t know, don’t care!’)

Pre ‘61 perceptions of O&SH

Seen as negative/not positive, burden not benefit

Poor grasp of hazard/risk/harm/loss profile

Seen as technical not strategic

Weak understanding of HSG65 approach

Weak understanding of moral/regulatory/enforcement

context

Nominal leadership/delegation to ‘experts’


Fundamental questions aboutDIRECTORS/SNR MANAGERS

What do directors/senior managers need to:

Feel;

Understand;

Think;

Say;

Know; and

Do to lead better health and safety management?


INDG 343 (2002)

Board to accept role in providing health and safety

leadership

Board members to accept individual roles

Ensure decisions reflect health and safety intentions (in

Policy)

Engage active participation of employees

Keep informed of health and safety risk management

issues

Appoint a board level health and safety champion


IoD/HSE guidance (draft)(Comments by 22nd June)

Focus on leadership

Key action points

Looking at strategy, risk assessment

Workforce involvement

Learning from experience

Periodic review

Signposting further information

But what about:

DIRECTOR COMPETENCE, CPD, PERSONAL LEADERSHIP?


Walking the walk

Undergo training in health and safety management

Take direct responsibility for health and safety

Lead reviews of H&S management systems/performance

Communicate expectations to managers

Agree strategies and standards with Board Health and Safety

Team and formulate policy

Ensure monitoring is in place and set targets

Integrate health and safety into general business decision making

Lead investigation teams

Review serious accidents

Receive audit reports and performance measures


Talking the talk

Personal notes to high performing managers

Act as board ‘champion’ on specific safety issues

Chair health and safety meetings

Carry out site visits and engage with workforce

Meet with safety representatives

Encourage employees and clients to discuss safety concerns

Nominate for safety awards

Design and present health and safety training

Personally email employees to disseminate safety lessons and

praise initiatives

Audit health and safety performance of the Board


Why ACCIDENT INVESTIGATION?

OS&H management theory now focused on

proactivity and risk assessment

In reality much new action is still reactive

BUT many organisations fail to extract full

value from investigation

They fail to turn reactivity into proactivity

Accident investigation remains an

underdeveloped part of OS&H management.


Accident investigation pitfalls

No investigation at all (+ RIDDOR under-reporting)

No reporting/investigation of ‘near -misses’

No procedures

Lack of clarity about purposes

No scaling/prioritisation of effort

Little/no managerial or worker involvement

Concluding the investigation too early

Automatically blaming the victim

No examination of underlying organisational factors

No/poor communication of lessons learned


Underlying problems

Uni-causal view of events

Focus on fault and blame

Weak understanding of human error

‘Slips’ and ‘lapses’

‘Mistakes’ – skill and/or rule based

‘Violations’ – exceptional, routine and

situational


Our theses

AI is an under-developed part of H&S management

‘Self regulation’ not possible without organisational safety learning

AI is a ‘window on reality’ and can improve understanding of OH&S

management

Accidents are unparalleled organisational learning opportunities

Poor AI policy and practice a reflection of failure to popularise

contemporary views of OH&S management

Accidents are emotionally charged and the adversarial basis of

litigation is a barrier to effective AI

Valuable texts and materials are available but do not meet current

needs


Our aims

Initiate national debate

Generate consensus

Stimulate new initiatives

Promote more robust approaches

Strengthen role of investigation in SMS

PROMOTE MORE EFFECTIVE ORGANISATIONAL

SAFETY LEARNING FROM ACCIDENTS/INCIDENTS


RoSPA initiatives

Advice from reference group

RoSPA discussion document (1998)

Congress presentations

‘One-to-one’ discussions (TUC, CBI etc)

Partner in HSC discussion exercise (1998)

‘High performers’ review (1999)

Response to HSC consultation

RoSPA ‘Challenge’ (2002)

Input to new Annexe G in BS 8800 (2002)

Input to HSE Guidance (2003)

DORI/PRIA (2005/6)


1-2-1 discussions

IOSH, FSB, EEF, TUC, CBI, APIL, ABI, HSE (OU), LPC

General agreement about:

poor state of current practice

learning potential of good investigation

need for better guidance/training/support

A variety of views about:

litigation etc as a barrier

the need for legislation


A more explicit duty?

Amendment to MHSW Regs

RIDDOR notifiable events to be investigated by ‘responsible

person’

Covered accidents, dangerous occurrences, notifiable

diseases

Investigation to be started no later than 3 days after date at

which event to be notified

Safety reps to participate

Employer to keep records

Inform others of implications for risk assessments

Inform safety reps


Do not link Acc Inv to RIDDOR

RIDDOR’s purpose is to provide intelligence to HSE

Perpetuates myth that scale/scope of investigation is

outcome linked

SME RIDDOR problems, under-reporting

DO schedule very limited

Interval between RIDDOR events too long

Three days absence introduces delay

Prescription does not challenge employers to develop

own criteria


New HSE guidance

'Investigating accidents and incidents - a

workbook for employers, unions, safety

representatives and safety professionals'

(HSG245) July 2004

(‘the gathering of information; the analysing

of information; identifying risk control

measures;and the action plan and its

implementation’)


Looking at HPs

Powergen, CCG (UK), Haden Young, Kellogg’s,

Foster Wheeler, Shell Expro, Scottish Hydro

Aimed to:

provide illustration of ideas in the RoSPA

discussion document

demonstrate the ‘art of the possible’

probe perceptions of AI within companies

inform the wider debate


Findings

Effective investigation rests on strong

reporting culture

Informal problem solving sets pattern for

more structured investigation

Tackling the aftermath of accidents requires

maturity and robust relationships

Team based investigation offers significant

advantages


Team based investigation

Sharing knowledge and perspectives

Team building and trust

Supporting ‘just’ cultures

Developing understanding of risk management in

practice

Learning how to investigate

Linkage to closure

Creating champions for OS&H

Investigation as a complement to audit


RoSPA ten point challenge

Commitment to

learning from safety

failure ?

Prompt reporting ?

Scaling and terms

of reference ?

Team based

approaches ?

Training, guidance

and support ?

Information gathering?

Use of structured

methods?

Immediate and

underlying causes?

Communication and

closure?

Reviewing

investigation

capability?


Project DORI

Defining Operational Readiness to Investigate

Partnership between RoSPA and NRI Foundation

Proposed Outputs:

functional analysis of investigation

criteria for readiness to investigate

list of phases for developing readiness

basis for subsequent RoSPA project, “PRIA”

(Programme for Readiness to Investigate Accidents)

Final report to be published as a ‘White Paper’ on the NRI

Foundation website (www.nri.eu.com)

http://www.nri.eu.com/


Operational readiness means

Creating an organisation that

places the right people

in the right places

at the right times

working with the right hardware

according to the right procedures and management

controls

At a secondary level, readiness implies that the needed

elements are functioning in a conducive physical and

psychological environment


If not ready

Threat to the relationships between stakeholders

Response not geared to requirement to learn

Lack of clarity about what happened

Poor handling of evidence, including witnesses

Uneven analysis and interpretation

Tendency to allocate blame

Poor rates of near-miss/near hit reporting

Lack of continual improvement

Poor quality of remedial change and learning


Accidents outside workPROMOTING SAFETY 24/7

More accidents out work than in

More days lost

Not recorded/investigated

Long term absence disability

Adverse impact on morale

Key part of well-being

Not new

MAJOR SAFETY OPPORTUNITY


Some hard facts (per annum)..

10,000 + accidental deaths ( inc 3,200 road, 3,500 home)

212 RIDDOR worker accidental deaths – 2005 (excluding 1,000

fatal WoRRIs)

780,000 hospital admissions due to accidents

30,000 serious injuries under RIDDOR

3 million visits to A&E by persons of working age for home and

leisure accidents

1.1 million work related injuries all severities

Days lost: 7.1m days occupational injury. Non-occupational

injury ?????? million?


Need for a new debate

Is there a sound case for a 24/7

approach?

What are the most effective options?

What’s already going on/working?

What should key players do?


Links with the wider public health agenda

DH injury reduction target (10 per cent

by 2010)

Reducing absenteeism

Promoting rehab and reducing IB

Workplace health promotion

‘Caring for our Future’


Current practice

MORR – safer driving

Seasonal safety messages to staff

Community links?

Exemplars, Dupont? Others?

Tracking/investigating non-work-

related injuries?


Three levels of 24/7 safety

1.OS&H knowledge/skills transfer

2.Workplace as platform for

community programmes

3.Corporate proactive safety

outreach


Examples of knowledge/ skills transfer

Risk assessment

Manual handling

STF

DSE

Fire

Road safety

Hand tools

PPE

Ladder safety

Asbestos

Noise/vibration

Biohazards

Gas safety

Flammable liquids/gases

Personal safety

Food hygiene

Chemicals

Electricity

First aid


Examples as workplace as platform for:

Child safety

Fire safety

Firework safety

Older people/carers safety

Overseas holidays

Safer motorcycling

Consumer safety


Examples of proactive 24/7 safety

LASER schemes (Crucial Crew, Hazard Alley etc)

Family safety days

Liaison with schools

Safer communities projects

Sponsorship of safety groups?

Falls prevention teams?

Involvement in RS partnerships

Community first aid


Building on strong OS&H management

“It’s no use feeding your

staff salad instead of chips

at lunchtime if you expose

them to carcinogens all

afternoon!”


A strong business case

Reducing employee lost time

Reducing absence due to family injury

Reducing threats to business continuity

Reducing threats to staff morale

Tackling mixed causation problems

Demonstrating CSR

Improving attitudes/risk literacy

Continuity of safety culture


Big brother?

Nanny employer aping nanny state?

Infringing employee privacy?

Off piste?

Consultation (getting buy-in)?

Employee control/delivery?


Where next?

A new 24/7 safety guide?

A consortium of 24/7 higher performers?

Inclusion in professional training/events?

GoPOPing 24/7 activity?

International comparisons

New packages?

Career paths?


Remember..

Safety never

stops…

Thank you

Date post:	28-Dec-2015
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Saving lives, reducing injuries by focusing on ‘key issues’ Presented by: Roger Bibbings MBE,...

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