IDIP UnitA Element5

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Element IA5: Risk Control.

Learning outcomes.

On completion of this element, candidates should be able to:

1. Outline common risk management strategies. 2. Outline factors to be taken into account when selecting risk controls. 3. Explain the development, main features and operation of safe systems of work and permit-to-work

systems.

Relevant Standards:

International Labour Standards, Occupational Safety and Health Convention, C155, International Labour Organisation, Geneva, 1981 International Labour Standards, Occupational Safety and Health Recommendation R164, International Labour Organisation, Geneva, 1981

Minimum hours of tuition: Not less than 8 hours.

1.0 Common Risk Management Strategies.

Risk Management.

Risk Management in organisations is concerned with:

• The impact certain risks have on organisational performance. • Devising alternative strategies for controlling risks.

Risk management is a process that involves risk identification.

This is achieved by the use of techniques such as:

• Inspections. • Discussions. • Job safety analysis. • Safety audits. • HAZOP studies etc.

The idea behind this is that by using a variety of techniques all the risks for the organisation are identified. It is only by identifying the risks that something can be done to control them. Risk Evaluation.

Once identified, risks should be evaluated on a basis of economic, social or legal considerations.

Economic Considerations, for example :

• The financial impact upon the organisation. • Loss of production. • Loss of service.

Social Considerations, for example:

• Well-being of employees. • Well-being of public.



1.0 Common Risk Management Strategies.

• Stake holders' security.

Legal Considerations, for example:

• Possibility of enforcement action. • Fire damage. • Accidents and ill-health leading to sickness, increased costs and claims for compensation.

In order to instigate effective risk management, you need to understand the different risk control strategies available:

Risk Avoidance. This strategy is where the organisation avoids the risk altogether. For example, replacing a hazardous chemical with one that is less hazardous but achieves the same required result. Risk Retention. This strategy involves the organisation retaining the risk and having to fund any consequences from their own finances.

There are two aspects to consider:

1. Risk Retention With Knowledge: This is where the organisation meets any loss through their own funding. These decisions can only be made once all risks have been identified and evaluated.

2. Risk Retention Without Knowledge: This is where the organisation fails to insure against or identify a risk and as such, loss occurs.

Risk Transfer.

This strategy involves the transfer of loss from one party to another (usually by implementing an insurance policy). Under an insurance policy, the insurer will pay-out to the insured against the losses resulting from an event that is stipulated within the policy.

The Unfair Contract Terms Act 1977 place responsibilities and duties on 'reasonableness' of the contract (or policy).

Risk Reduction. This strategy involves implementing a loss control programme to protect the organisation from risk that could result in loss i.e. through wastage caused by accidents etc.

2.0 Selecting Risk Controls.

There are many different ways to reduce risks and it would not be feasible to produce them all on this course.

However, some of the important risk reduction metho ds can be outlined below as:

1. Hazard Reduction Methods. 2. Separation Methods. 3. Physical Barrier Methods. 4. Dose Limitation Methods.

Hazard Reduction Methods.

This is where the hazard itself is eliminated, not its possible effects. For example, a piece of machinery is old and far too noisy. Rather than isolate the machine or limit the time spent near the machine, the machine




is removed and replaced with a new, quieter one. A further example is by mechanising or automating manual handling tasks, as this eliminates the hazard (lifting, pushing, pulling, carrying etc). Separation Methods.

As the name suggests, this is where people are separated from the hazard itself (think about overhead power-lines). This system has a weakness though, in that people can and do still come into contact with the hazard (kite flying near the power-lines). Physical Barrier Methods.

These can be further analysed in to the following c ategories:

1. Barriers that are in proximity to the hazard and prevent people coming into contact with it. 2. Barriers that are in proximity to the person and prevent the hazard damaging people if it comes into

contact with them.

Dose Limitation Methods. Again, as the name suggests, this method is used to control the amount of time that a person spends exposed to the hazard. This time, in some instances, can be controlled by placing limits upon the person. This can be an effective measure when dealing with hazards such as noise, chemicals, vibration etc.

Description of risk control systems:

• Matching the hazard profile of the business. • Control of inputs: physical resources, human resources, information. • Control of work activities: premises, plant and substances, procedures, people. • Control of outputs: products and services, by-products, information.

Risk Control Systems (RCSs).

According to HSG65, Risk Control Systems (RCSs) are the basis for ensuring that adequate workplace precautions are provided and maintained.

Framework for setting risk control systems.

The Risk Control Systems should match the hazard profile of the business. Therefore it can be true to say that more resources will be necessary for the more significant hazards.

Control of inputs.

Objective: To minimise hazards entering the organisation.

RCSs are needed to control the flows of resources and information through the organisation. At the input stage, the goal is to eliminate and minimise hazards and risks entering the organisation. Risk Control Systems may be needed for:

Physical resources including:

• The design, selection, purchase and construction of workplaces. • The design, selection, purchase and installation of plant and substances used by the organisation. • The plant and substances used by others, such as contractors on site. • The acquisition of new businesses.




Human resources including:

• The recruitment and selection of all employees. • The selection of contracting organisations.

Information including:

• Information relating directly to health and safety, such as standards, guidance and aspects of the law, and any revisions.

• Other technical and management information relating to risk control and the development of a positive health and safety culture.

2.1 Control of Work Activities.

Objective: To eliminate and minimise risks within the business process.

At the process stage, hazards are created where people interact with their jobs, and the goal is to eliminate or minimise risks arising inside the organisation. Risk Control Systems may need to cover the four areas concerned with work activities and risk creation, namely:

Premises . including the place of work, entrances and exits, the general working environment, welfare facilities, and all plant and facilities which are part of the fixed structure, such as permanent electrical installations. Plant and Substances. including the arrangements for their handling, transport, storage and use. Procedures . including the design of jobs and work procedures and all aspects of the way the work is done. People . including the placement of employees, their competence for the job and any health surveillance needed.

When specifying Risk Control Systems, it is necessa ry in each case to consider:

• The operation of the business process in the 'steady state', including routine and non-routine activities,

• The business process in the 'steady state' during maintenance, including the maintenance activity itself, whether undertaken by contractors or on-site staff.

• Planned changes from the 'steady state', arising from any change in the organisation structure, premises, plant, process, substances, procedures, people or information.

• Foreseeable emergencies giving rise to serious and imminent danger, such as fire, injuries, ill health, incidents or the failure of control equipment (including first aid, emergency planning and procedures for the management of emergencies, and identification and control of danger areas).

• Decommissioning, dismantling and removal of facilities, plant, equipment or substances.

2.2 Control of Outputs.

Objective: To minimise risks outside the organisation arising from the business process, products and services.

At the output stage, the goal is to minimise the risks to people outside the organisation, whether from work activities themselves or from the products or services supplied.



2.2 Control of Outputs.

Risk Control Systems may need to cover:

1. Products and services, consideration of design and research on the health and safety and safe use of products and services, including surveillance of users to identify evidence of harm, the delivery and transport of products including packaging, labelling and intermediate storage, the installation, setting up, cleaning and maintenance of products undertaken by employees or contractors.

2. By-products of the work activities, such as off-site risks which might arise from the organisation's work activities, both at fixed or transient sites, outputs to the environment - particularly wastes and atmospheric emissions; the disposal of plant, equipment and substances (including wastes).

3. Information, for example the health and safety information provided to those transporting, handling, storing, purchasing, using or disposing of products, the information provided to those who may be affected by work activities, such as members of the public, other employers and their employees, the emergency services and planning authorities.

Question 1.

_____ - This strategy involves implementing a loss control programme to protect the organisation from risk that could result in loss i.e. through wastage caused by accidents etc.

2.3 Cost -Benefit Analysis (CBA).

Cost Benefit Analysis is a relatively simple and widely-used technique for deciding whether to make change. As its name suggests, to use the technique, simply add up the value of the benefits of a course of action, and subtract the costs associated with it.

Costs are either one-off, or may be ongoing. Benefits are most often received over time.

In its simple form, cost/benefit analysis is carried out using only financial costs and financial benefits. For example, a simple cost/benefit analysis of a road scheme would measure the cost of building the road, and subtract this from the economic benefit of improving transport links. It would not measure either the cost of environmental damage, or the benefit of quicker and easier travel to work.

Cost/benefit analysis techniques have developed in recent years, more so in the health and safety industry, as decisions concerning risks and risk management have been made on a cost versus risk basis.

To undertake a cost/benefit analysis, the following questions must be addressed:

• What costs are involved to reduce or eliminate the risk? • What degree of capital expenditure is required? • What ongoing costs will be involved, e.g. regular maintenance, training etc? • What will the benefits be? • What is the pay-back period? • Is there any other more cost-effective method of reducing the risk?

Thought should also be given to the benefits.

These range in nature and description, but may incl ude:

• Lower insurance premiums as a result of no (or fewer) claims being made against the organisation. • Less absenteeism. • Fewer accidents and incidents happening at the organisation. • Fewer cases of property/equipment damage. • Increased productivity andincreased morale and motivation amongst the workforce.

The costs are balanced against the benefits, and then an objective decision can be made on whether to



2.3 Cost -Benefit Analysis (CBA).

allocate resources or not. 2.4 Video: Cost -Benefit Analysis.

Please wait for the video to buffer before pressing play.

Alternatively you can download the video to watch at your convenience.

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Link: HSE principles for Cost Benefit Analysis.

Also: Reducing Risks, Protecting People [PDF 540kb] (HSE's decision-making process). 2.5 Workplace Precautions.

The general principles of prevention can best be described as they appear in the text of the UK's Approved Code of Practice for the Management of Health and Safety at Work Regulations 1999.

Regulation 4, in particular, gives clear guidance on the general prevention principles:

Regulation 4: Principles of prevention to be applie d.

Where an employer implements any preventative and protective measures, he shall do so on the basis of the principles specified in Schedule 1 to these regulations:

Schedule 1:

• a) Avoiding risks. • b) Evaluating risks. • c) Combating the risks at source. • d) Adapting the work to the individual, especially as regards the design of workplaces, the choice of

work equipment and the choices of working and production methods, with a view, in particular, to alleviating monotonous work and work at a predetermined work-rate, and to reducing their effect on health.

• e) Adapting to technical progress. • f) Replacing the dangerous by the non-dangerous or the less dangerous. • g) Developing a coherent overall prevention policy which covers technology, organisation of work,

working conditions, social relationships and the influence of factors relating to the working environment.

• h) Giving collective protective measures priority over individual protective measures. • i) Giving appropriate instructions to employees.

Notes to Regulation 4:

Employers and the self-employed need to introduce preventative and protective measures to control the risks identified by the risk assessment in order to comply with the relevant legislation. A set of principles to be followed in identifying the appropriate principles is set out in Schedule 1 to the Regulations and is described below:

In deciding which preventative and protective measu res to take, employers and self-employed people should apply the following principles of pre vention:

• A) If possible, avoid the risk altogether, e.g. undertake the work in a different way, taking care not to introduce new hazards.

• B) Carrying out a risk assessment to evaluate risks that cannot be avoided.



2.5 Workplace Precautions.

• C) Combat risks at source, rather than taking palliative measures. So, if the steps are slippery, treating or replacing them is better than displaying a warning sign.

• D) Adapt work to the requirements of the individual (consulting those who will be affected when designing workplaces, selecting work and personal protective equipment and drawing up working and safety procedures and methods of production). Aim to alleviate monotonous work and paced working at a predetermined rate, and increase the control individuals have over work for which they are responsible.

• E) Take advantage of technological and technical progress, which often offers opportunities for improving working methods and making them safer.

• F) Implement risk prevention measures to form part of a coherent policy and approach. This will progressively reduce those risks that cannot be prevented or avoided altogether, and will take account of the way work is organised, the working conditions, the environment and any relevant social factors. Health and safety policy statements required under section 2(3) of the Health and Safety at Work Act 1974 should be prepared and applied by reference to these principles.

• G) Give priority to those measures which protect the whole workplace and everyone who works there and so give the greatest benefit i.e. give collective protective measures priority over individual measures.

• H) Ensure that workers, whether employees or self-employed, understand what they must do. • I) A positive health and safety culture should exist within an organisation. That means the

avoidance, prevention and reduction of risks at work must be accepted as part of the organisation's approach and attitude to all its activities. It should be recognised at all levels of the organisation, from junior to senior management.

These are general principles rather than individual prescriptive requirements. They should, however, be applied wherever it is reasonable to do so.

Experience suggests that, in the majority of cases, adopting good practice will be enough to ensure risks are reduced sufficiently. Authoritative sources of good practice are prescriptive legislation, Approved Codes of Practice and guidance produced by Government and HSE inspectors. Other sources include standards produced by standard-making organisations, and guidance agreed by a body representing an industrial or occupational sector, provided the guidance has gained general acceptance. Where established industry practices result in high levels of health and safety, risk assessment should not be used to justify reducing current control measures.

2.6 Categories of Control Measures.

There are a number of hierarchies of risk controls available and each has its own advantages and disadvantages.

In this section of the course, we will be looking a t the following three categories of control measure :

• Technical e.g. design, fencing, ventilation. • Procedural e.g. systems of work, maintenance. • Behavioural, e.g. information and training.

1. 1 Technical e.g. design, fencing, ventilation. These types of control measure are advantageous in that they do not rely on the employee doing what he/she is supposing to.

2. 2 Procedural e.g. systems of work, maintenance. These types of control measure do rely on people following the procedures that have been implemented. However, if they are followed correctly and supervised effectively, then they are an effective control measure.

3. 3 Behavioural, e.g. information and training. This type of risk control measure would cover information and training. Training, however, has to be effective and understood by the trainee - the employer is then reliant on the employee putting into practice the content of their training. This has the disadvantage of being liable to failure for a



2.6 Categories of Control Measures.

number of reasons i.e. people not complying with the training received through neglect or misunderstanding.

2.7 General Hierarchy of Control Measures.

The ILO Guidelines on Occupational Safety and Healt h Management Systems ILO -OSH 2001 requires:

3.10. Hazard prevention 3.10.1. Prevention and control measures 3.10.1.1. Hazards and risks to workers' safety and health should be identified and assessed on an ongoing basis.

Preventive and protective measures should be implem ented in the following order of priority:

• (a) Eliminate the hazard/risk. • (b) Control the hazard/risk at source, through the use of engineering controls or organizational

measures. • (c) Minimize the hazard/risk by the design of safe work systems, which include administrative

control measures; and • (d) Where residual hazards/risks cannot be controlled by collective measures, the employer should

provide for appropriate personal protective equipment, including clothing, at no cost, and should implement measures to ensure its use and maintenance.

As already mentioned there are several 'hierarchies of control measures' in the health and safety field, each having an importance in its own right given the circumstances to which it is to be applied.

Let us list the hierarchies and then give a detaile d explanation:

1. Uk's HSG65. 2. Elimination to personal protective equipment. 3. UK's Management of Health and Safety at Work Regulations 1999.

Hierarchy of control measures - HSG65:

1. Eliminate Risks: by substituting the dangerous by the inherently less dangerous, e.g.

Use less hazardous substances. Substitute a better-guarded type of machine to make the same product. Avoid the use of certain processes, e.g. by buying from subcontractors.

2. Combat Risks: at source by engineering controls and giving collective protective measures priority, e.g. Separate the operator from the risk of exposure to a known hazardous substance by enclosing the process. Protect the dangerous parts of a machine by guarding. Design process machinery and work activities to minimise the release of, or to suppress or contain, airborne hazards. Design machinery that is remotely operated, and to which materials are fed automatically, thus separating the operator from danger areas.

3. Minimise Risks by designing suitable systems of wor k; using personal protective clothing and equipment - this should be only used as a last resort.

Hierarchy of control measures - Elimination to pers onal protective equipment:



2.7 General Hierarchy of Control Measures.

1. Eliminate hazard at source, e.g.: Use a non-hazardous substance instead of a hazardous one. Stop using a noisy machine.

2. Reduce hazard at source, e.g.: Use a substance less hazardous than the one used at present. Replace a noisy machine with a quieter one.

3. Remove person from hazard, e.g.: Paint spraying by unattended robots. Do not allow people to work near noisy machines.

4. Contain hazard by enclosure, e.g.: Do all painting in a proper, enclosed painting bay. Put soundproofing round noisy machine.

5. Reduce employee exposure, e.g.: Four people exposed to two hours each, not one person for eight hours (in relation to noise or substances).

6. Personal Protective Equipment (PPE), e.g.: Gloves, goggles, ear defenders etc.

Hierarchy of control measures - Management of Healt h and Safety at Work Regulations 1999:

• A) Avoid risks. • B) Evaluate the risks which cannot be avoided. • C) Combat the risks at source. • D) Adapt the work to the individual, especially as regards the design of workplaces, the choice of

work equipment and production methods, with a view, in particular, to alleviating monotonous work and work at a predetermined work rate and to reducing their effect on health.

• E) Adapt work to technical progress. • F) Replacing the dangerous by the non dangerous or less dangerous. • G) Develop a coherent overall prevention policy which covers technology, organisation of work,

working conditions, social relationships and the influence of factors relating to the working environment.

• H) Give collective protection measures priority over individual protective measures. • I) Give appropriate instructions to employees.

2.8 Choice of Control Measures.

Influences on the choice of control measures you implement will come in a variety of forms.

However, an appreciation of what you should bear in mind is given in the UK's HSG65 document on Successful Health and Safety Management: When risks have been analysed and assessed, you can make decisions about workplace precautions. All final decisions about risk control methods must take into account the relevant legal requirements which establish minimum levels of risk prevention or control. Some of the duties imposed by the UK's HSW Act and the relevant statutory provisions are absolute, and must be complied with. Many requirements are, however, qualified by the words, 'so far as is reasonably practicable', or 'so far as is practicable'. These require an assessment of cost, along with information about relative costs, effectiveness and reliability of different control measures.

Other duties require the use of 'best practicable means' - often used in the context of controlling sources of environmental pollution such as emissions to the atmosphere. 'So far as is reasonably practicable'. 'So far as is practicable'. 'Best practicable means'.

Although none of these expressions is defined in legislation such as the UK's HSW Act, they have acquired




meanings through many interpretations by the courts and it is the courts which, in the final analysis, decide their application in particular cases.

'So far as is reasonably practicable' To carry out a duty so far as is reasonably practicable means that the degree of risk in a particular activity or environment can be balanced against the time, trouble, cost and physical difficulty of taking measures to avoid the risk. If these are so disproportionate to the risk that it would be unreasonable for the people concerned to have to incur them to prevent it, they are not obliged to do so. The greater the risk, the more likely it is that it is reasonable to go to very substantial expense, trouble and invention to reduce it. If the consequences and the extent of a risk are small, insistence on great expense would not be considered reasonable. It is important to remember that the judgement is an objective one, and the size or financial position of the employer is immaterial.

'So far as is practicable' So far as is practicable, without the qualifying word 'reasonably', implies a stricter standard. This term generally embraces whatever is technically possible in the light of current knowledge, which the person concerned had or ought to have had at the time. The cost, time and trouble involved are not to be taken into account.

'Best practicable' The meaning of best practicable means can vary depending on its context, and ultimately it is for the courts to decide. Where the law prescribes that 'best practicable means' should be employed, it is usual for the regulating authority to indicate its view of what is practicable in notes or even agreements with particular firms or industries.

International Labour Standards, Occupational Safety and Health Convention, C155, International Labour Organisation, Geneva 1981.

Part II Principles of National Policy, Article 4 of this convention states that:

1. Each Member shall, in the light of national conditions and practice, and in consultation with the most representative organisations of employers and workers, formulate, implement and periodically review a coherent national policy on occupational safety, occupational health and the working environment.

2. "The aim of the policy shall be to prevent accidents and injury to health arising out of, linked with or occurring in the course of work, by minimising, so far as is reasonably practicable, the causes of hazards inherent in the working environment".

As we have seen from the definition above, carrying out a duty so far as is reasonably practicable means that the degree of risk in a particular activity or environment can be balanced against the time, trouble, cost and physical difficulty of taking measures to avoid the risk.

The International Labour Office, having met in its Sixty-seventh Session on 3 June 1981, decided upon the adoption of certain proposals with regard to safety and health and the working environment, which take the form of an international Convention, cited as the Occupational Safety and Health Convention, 1981.

The convention is made up of 30 articles and 5 parts. PART I. SCOPE AND DEFINITIONS (Articles 1-3). PART II. PRINCIPLES OF NATIONAL POLICY (Articles 4-7). PART III. ACTION AT THE NATIONAL LEVEL (Articles 8-15). PART IV. ACTION AT THE LEVEL OF THE UNDERTAKING (Articles 16-21).




PART V. FINAL PROVISIONS (Articles 22-30).

Article 5 is concerned with the main spheres of action.

The policy referred to in Article 4 of this Convention shall take account of the following main spheres of action in so far as they affect occupational safety and health and the working environment:

• (a) design, testing, choice, substitution, installation, arrangement, use and maintenance of the material elements of work (workplaces, working environment, tools, machinery and equipment, chemical, physical and biological substances and agents, work processes).

• (b) relationships between the material elements of work and the persons who carry out or supervise the work, and adaptation of machinery, equipment, working time, organisation of work and work processes to the physical and mental capacities of the workers.

• (c) training, including necessary further training, qualifications and motivations of persons involved, in one capacity or another, in the achievement of adequate levels of safety and health.

• (d) communication and co-operation at the levels of the working group and the undertaking and at all other appropriate levels up to and including the national level.

• (e) the protection of workers and their representatives from disciplinary measures as a result of actions properly taken by them in conformity with the policy referred to in Article 4 of this Convention.

Students are encouraged to refer to the full conven tion available on the following link: http://www.ilo.org/ilolex/cgi-lex/convde.pl?C155.

The International Labour Standards, Occupational Safet y and Health Recommendation R164, International Labour Organisation, Geneva, 1981 , supplements the Occupational Safety and Health Convention, 1981, available on the following link: http://www.ilo.org/ilolex/cgi-lex/convde.pl?R164

3.0 Safe Systems of Work.

A safe system of work can be defined as "the integration of personnel, articles and substances in a suitable environment and workplace to produce and maintain an acceptable standard of safety. Due consideration must also be given to foreseeable emergencies and the provisions of adequate rescue facilities. A safe system of work is a legal requirement under the Health and Safety at Work Act 1974, whereby the Act requires the provision and maintenance of plant and systems of work that are, so far as is reasonably practicable, safe and without risks to health".

The following text shows the seriousness of non-com pliance as highlighted in the case study:

Fireworks company receives rocket from Magistrate u pdate. Bracknell Fireworks Ltd has been fined a total of £28,000 at Witney Magistrates' Court, Oxfordshire, for breaches of health and safety legislation arising from laxity at its Upper Heyford explosives licensed factory.

During January 2003, visiting HSE officials noted several boxes of fireworks containing damaged fireworks which were leaking explosives' composition. Investigation established that the company did not have a safe system of work for dealing with this occurrence, and it had not taken all due precautions for the prevention of an accident by fire or explosion.

Bracknell Fireworks Ltd (a wholly owned subsidiary of Cosmic Fireworks Ltd, and a tenant at the Upper Heyford site using licensed magazines there) was fined £13,000 after pleading guilty to breaching s.2(1) of the Health and Safety at Work etc. Act 1974, and £2,000 for breaching s.23 of the Explosives Act 1875, with costs of £13,000.

Comment. "It is very fortunate that two people were not killed or seriously injured. There is considerable doubt over the use of adequate procedures even after eight months of new management. This demonstrates the company




was careless and I could go further". - Chair of the Magistrates on passing sentence.

"Fortunately on this occasion, the incident was discovered before anybody was injured. However, the level of fine imposed by the Court today reflects the seriousness of the incident. Thankfully, such incidents involving explosives are fairly infrequent, but the consequences can be tragic. There are lessons to be learned by all similar firms from today's case." - HM Inspector of Safety and Health.

There are several components that make up a safe system of work, under four headings of People, Equipment, Materials, Environment (PEME)

People.

• Safe behaviour. • Knowledge (of operator etc). • Skills. • Motivation. • Experience.

Equipment, machinery and plant.

• Safety specification of the plant. • Ergonomic factors. • Efficient planned maintenance.

Materials.

• Safety during processing. • Quality standards to be met. • Disposal of waste.

Environment.

• Temperature. • Lighting. • Ventilation. • Dusts. • Fumes. • Vapours. • Chemical, biological and radiation hazards. • Noise level. • Safe access and egress. • Welfare facilities.

Some of the requirements of a safe system of work c an be given as follows:

• A) A layout that allows for safe access to, and egress from, the working area and plant within. • B) A correct sequence of operations with materials and products conveyed mechanically, wherever

appropriate, to and from work positions. • C) Analysis of tasks, including Job Safety Analysis and the provision of clear job instructions. • D) Identification of safe procedures, both routine and emergency, including requirements that:

1. The authority for starting and stopping machines is clearly allocated and obvious. 2. Clear instructions are given to those allocated to carry out any maintenance work, including

circumstances under which this work may be done. 3. Adequate arrangements are made for removal of materials, components, scrap, swarf and

dirt from the plant and floor areas.




4. Planned preventative maintenance schedules incorporate safety checks. 5. There is a firm commitment to cleaning and housekeeping procedures.

• E) Provision of a safe and healthy working environment, in particular: 1. Illumination levels that prevent glare and sharp contrasts between light and shadow. 2. Heating and ventilation systems that avoid extremes of temperature and humidity, and which

allows circulation of fresh air to all parts of working areas. 3. Ambient noise levels kept within the limits imposed by current legal requirements, otherwise

hearing protection may be necessary. 4. Localised exhaust ventilation at workstations where dusts, fumes, gases or vapours are

emitted from the work process.

3.1 Hazard/Task/Job Safety Analysis.

Task Analysis is an analysis of how people perform their jobs i.e. the things they use and the actions they perform.

There are three types of task analysis:

• Hierarchical task analysis. How tasks are split into sub-tasks, their ordering and when they are performed.

• Classification of Task Knowledge. What users need to know about a task and how that knowledge is organised.

• Entity Relationship analysis. An object based approach, concentrating upon Actors and objects they use, the relationships between them and the actions performed.

The analysis can be completed following a number of strategies:

• A) An initial study of documents. Studying job descriptions, training records, manufacturer instruction, legal publications will help the analyst to identify hazards.

• B) Observing the actual work. By observing the work being carried out, the analyst will get a better appreciation of the hazards present and the risks posed.

• C) Special safety aspects. The analyst should look for any special safety procedures that are necessary.

• D) Interaction. Question whether or not other people are in the vicinity - and act accordingly i.e. identify hazards and risks, and implement control measures.

• E) Validation. Show your findings to those it affects i.e. operators of machinery etc, as they will be in a better position to validate it.

The job safety analysis can be completed on a form such as the one outlined below:

Job Safety Analysis

Job Title

Department

Purpose



3.1 Hazard/Task/Job Safety Analysis.

Machinery and Equipment

Materials

Protective clothing

Machinery

Intrinsic Hazards

Degree of risk

Specific Tasks

Using Job Safety Analysis helps with the writing and implementation of safe systems of work, as the hazards and risks identified can be incorporated into the safe system of work.

In completing a safe system of work the following m ethods need to be addressed:

• Engineering solution - whereby the main priority is to completely eliminate the risk. • Safe procedure - whereby written instructions are given to enable the employee to work safely. • Behavioural solution - whereby verbal instructions and training of operative are given.

3.2 Permit -To-Work Systems.

A permit-to-work system is a formal written system used to control certain types of work that are potentially hazardous.

The HSE defines a permit-to-work system as "a formal recorded process used to control work which is identified as potentially hazardous. It is also a means of communication between site/installation management, plant supervisors and operators and those who carry out hazardous work."

A permit to work is a document that specifies the work to be done and the precautions to be taken.

The term 'permit to work' refer to the paper or electronic certificate or form which is used as part of an overall safe sysetm of work.

Permits to work form an essential part of safe systems of work for many maintenance activities. They allow work to start only after safe procedures have been defined, and they provide a clear record that all foreseeable hazards have been considered. A permit to work is needed when maintenance work can only be carried out if normal safeguards are dropped, or when new hazards are introduced by the work.

The UK's Health and Safety at Work Act 1974 places a duty on the employer to ensure the health and safety at work of all employees and to provide safe systems of work together with adequate supervision - a permit-to-work system is one way of achieving this. Requirements of the system. In order to be effective, any permit-to-work system must provide:

• A) Concise and accurate information about who is to do the work. The time frame in which the permit is valid. Specific work to be carried out, and any necessary precautions.

• B) The work instruction in the permit must be considered the principal instruction. This instruction




overrides any other instructions (until it is cancelled) . • C) No one must work at a place or on any equipment not indicated as safe by the permit to work. • D) No one must undertake any work that is not described in the permit to work. • E) The permit can only be amended or cancelled by the author (originator) or other person taking

over responsibility for it. • F) From the moment an employee accepts the permit, they assume responsibility for safely

conducting the work according to the instructions prescribed in the permit to work. • G) There has to be effective communication with controllers of other plant and work areas if the

permit to work affects them. • H) When work has to be undertaken on a part of a site or on specific plant and or equipment, the

permit to work must clearly define the limits and boundaries of the work. • I) Any contractors on site, or likely to be on site at the time of the work, need to be identified by the

permit to work.

Selection and training needs to be addressed when b oth writing and implementing the permit to work:

• Are those who issue permits sufficiently knowledgeable concerning the hazards and precautions associated with the plant and proposed work?

• Do they have the imagination and experience to ask enough 'what if' questions to enable them to identify all hazards?

• Do staff and contractors fully understand the importance of the permit to work system and are they trained in its use?

When to use a Permit To Work. Permit to work systems should be considered when it is intended to carry out work which may adversely affect the safety of personnel, plant or the environment.

Work where permits should be considered:

• Pressure testing. • Well intervention. • Work on high voltage electrical equipment. • Work involving temporary equipment such as generators or welding equpment. • Work affecting evacuation, escape, or rescue systems. • Work at height. • Work which may involve breaking containment of a flammable, toxic or other dangerous substance. • Any operation which required additional precautions or personal protective equipment (PPE) to be

in place. • Diving including onshore operations near water. • Work involving the use of hazardous substances, including explosives and radioactive materials. • Entry and work within tanks and other confined spaces. • Work which may generate sparks or other sources of ignition. • Work of any type where heat is used (flame cutting, grinding). • Other potentially high risk operations.

Authorisation and Supervision of a Permit-to-Work System.

Permit systems should be:

• Co-ordinated. • Controlled. • Adequately supervised.




• Monitored.

This should include site visits and not just the scrutinising of forms, to check that the conditions of the permit are being complied with. The authorisation procedure should be more rigorous, by requiring the permit to be shown to a second person or permit authoriser, particularly when the potential for harm is considered to be high. Roles within permit-to-work systems . It is essential that roles and responsibilities within permit-to-work systems are clearly defined.

Title Role

Originator. Person requiring the job to be done.

Permit user. Person working under the terms of the permit.

Permit authoriser. Person authorising the permit for issue.

Issuing authority. Person issuing the permit.

Performing authority. Person accepting the permit on behalf of the permit user.

Area authority. Person in control of location where work is to be carried out.

Site checker. Person carrying out checks as detailed on the permit.

Isolating authority. Person responsible for making isolations.

Permit Suspension . suspended perimts should be kept on the permit recording system and also information on the condition in wich the plant has been left and the consequences for other activities should be specified. Work may have to be suspended if there is a general alarm, for operational reasons when two process have to be carried out at the same time which could cause the release of a dangerous substance and when there is a change to or conflit with the nature or scope of the work. Work should only be re-started when the issuing authority verifies that it is safe to do so.

Alternatively the permit may be cancelled so that the suspended job is treated as new work requiring a new permit when re-started.

Permit interaction. In some cases there may be more than one permit-to-work in place at any one time. It is very important to ensure that one activity under a permit-to-work does not create a danger for another regardless of whether or not the other activity is under a permit-to-work. Those responsible for issuing permits-to-work should be aware of any potential interaction. Also, when it comes to isolation, interacting activities may make special demands upon isolation procedures. Isolations should be clearly detailed on the permit when an isolation is common to more than one job. Handover Procedure.

A shift handover procedure should be in place when work is to be carried over to another shift. The outgoing shift should ensure that the new shift coming onto the job is aware of any outstanding permit-controlled jobs. It is also important that information such as the status of the jobs and plant is communicated. It is good practice to ensure that the incoming issuing authority signs to allow the permit to




continue.

Hand-back Procedure . Questions should be asked during the hand-back procedure the main ones being, Is the work completed?; Has the plant/equipment been returned to a safe condition e.g. by removing isolations?; Has the person in control of operational activities acknowledged that the plant/equipment has been returned to the control of production staff.

3.3 Design of Permit -To-Work Forms.

Design of permit -to-work forms.

In order to ensure that permit to work forms are useable and reflect the current system in operation, workforce involvement promotes ownership and is essential to permit design. The forms should support clear and accurate communication between several parties.

The HSE Guidance document on Permit-to-work systems includes factors to consider when designing a permit-to-work form as follows:

• Place items in the order they are to be performed. • For emphasis use UPPER CASE (but do not overuse as most of us are used to reading lower

case). • Keep sentences short and simple. • Use present tense. • Make cross-referencing easier by keeping related information together. • Do not use fonts any smaller than 8 point. • Be specific by providing actual quantitative values and limits. • Leave enough room for descriptions - specify the level of detail required. • Clearly state who does what and when. • Use colour coding where possible (e.g. for different types of permit or roles). • Do not clutter the forms and try to use open spaces in the text.

3.4 Setting Out a Permit To Work System.

The following is a permit to work system that is su ggested by the Health and Safety Executive:

1. Permit title. 2. Permit reference number. 3. Job Location. 4. Plant identification. 5. Description of work to be done and its limitations. 6. Hazard identification. 7. Precautions necessary. 8. Protective Equipment. 9. Authorisation. 10. Acceptance (signature confirming the understanding of the work to be done). 11. Hand-over procedures. 12. Hand-back - signed by acceptor certifying the work has been completed. 13. Cancellation - certifying work tested and plant satisfactorily re-commissioned.

Permit-to-work documentation.

The permit to work should be printed in triplicate, self-carbonated and serial-numbered and be handed out thus:

• The original should go to the person undertaking the work, and possibly posted at the place of work.



3.4 Setting Out a Permit To Work System.

• The first copy should be given to the person responsible for the department or area in which the work is to take place.

• The second copy should be retained by the originator.

3.5 Electronic Permit -To-Work Systems.



3.5 Electronic Permit -To-Work Systems.

What is an electronic permit -to-work system?

Some understand the term "electronic permit-to-work system" as simply referring to the use of a computer as a means of generating and printing a paper permit, rather than having to rely on doing this work entirely by hand, in effect, merely an "electronic form" of a paper permit.

However, with the use of modern technology, advanced application software development, aligned with best safety practice and risk assessment techniques, many electronic permit-to-work systems transcend the simple process of raising and issuing of permits.

Features of many electronic Permit-to-work Systems:

• Can raise a permit. • Can print a permit. • Has full visibility and accountability of all safety procedures. • Can disseminate accurate/timely information throughout the company. • Has robust and disciplined compliance mechanisms with relevant SOPs (standard operating

procedures) and environmental health and safety directives. • Can interrogate the status of risk assessment and permit-to-work issues in real time, anytime from

anywhere. • Can easily trace permits and provide full audit trail and reporting. • Can examine risk assessment of work to be carried out at source. • Can instantly identify conflicts between permits. • Can precisely identify location of permits using tabular or pictorial layout. • Ensures that all sections of permits are correctly and fully completed. • Identifies and captures details for mechanical/electrical isolations & tagging. • Provides instant access to MSDS to enable proper PPE to be assigned. • Interfaces with other MMS, ERP and management information systems. • Issues instant alerts and notifications based on severity of tasks being performed. • Provides links to overall integrity of safety operations and behaviour. • Provides dynamic real-time monitoring and status of all active permits. • Gives immediate access to all current and historical permits. • Provides hazards analysis as part of risk assessment integration. • Has workflow mechanism ensuring correct in-house safety procedures are always. • Followed. • Is scalable and extensible to suit the needs of any size of company, for single site. • Multiple site or trans-national operations. • Paper based deployment.

Question 2.

Using Job Safety Analysis helps with the writing and implementation of safe systems of work - as the hazards and risks identified can be incorporated into the safe system of work.

An example of an Engineering solution is. Question 3 .

Permit to work system would typically be operated in which of the following activities.



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Documents

IDIP UnitA Element5