Nebosh Material

8/14/2019 Nebosh Material

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NEBOSH InternationalGeneral Certificate

Day 3

Programme for Today

Human Factors in Health and Safety: Inf luences on Behaviour . Human Error.

The Safety Management System (continued) :

P lanning and Implementing. Measuring Performance.

Accidents, Investigation and Statistics.

Policy

Organising

HSG65 Elementsof Successful

Health & SafetyManagement


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Human Factors

The Organisation

The Job

Influences on Behaviour

TheIndividual

Organisational Factors

What is the culture like? How does peer group pressure affect

indiv iduals? Is there commitment from the top? Are there clear procedures and

standards? Are there effective monitoring

sy stems? Is there adequate supervision?


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Job Factors

Safe systems of work - clear procedures andinstructions.

Good ergonomics.

Decision-making - involvement and empowerment.

Welfare and environmental conditions, lighting,temperature and freedom from danger.

Work patterns, hours and shift work.

Some general thoughts:

Attitudes how you think/feel about somethingoften translates into how you act.

Motivation the drive to achieve.

Perception how you interpret the world aroundyou.

Mental or physical capabilities.

The Individual - Personal Factors

Personal Factors Attitude

The way a person believes they willrespond in a given situation.

(This is not the ne cessari ly the actual response).

A combination of beliefs, feelings andintentions to act.

The culture of the organisation has a profoundeffect on attitude.

Change of attitude can be for better or worse.


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Perception

The Necker Cube

Personal Factors

How people understand thelikelihood of themselves beingharmed by a hazard.

Stimuli from five senses connected by thebrain i nto precepts or experiences .

Alcohol, le gal and ill egal drugs affect oursenses and our percep tions.

Environmental fac tors can also affect theprocess.

Perception

Perception

You will be shown the following slide for 20seconds.

You are asked to count the number of Fs.


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Planning and Implementing

Determine priorities: Develop a strategic plan. Develop a schedule or calendar of

activities.

Set targets or objectives: Allocate tasks. Ensure staff are competent or

prov ide training. Prov ide time and support.

Planning and Implementing

What are aims? Aims define the basic ideal to beachieved - a purpose or intention.

What are objectives?Specific measurable steps toachieve the intended aim.

SMART Objectives

Specific.Measurable.

Agreed.R ealistic.Time-constrained.

Introduce a departmental inspection process w ith standardised documentation by 31 st January 2007.


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Policy

Organising

Planning andImplementing

MeasuringPerformance

HSG65 Elementsof Successful

Health & SafetyManagement

Measuring Performance

Active Systems Spot and routine checks. Formal inspections. Statutor y te sts. Safety audits.

Reactive Systems Accident investigation. Accident and ill-health

trend analysis. Pattern analysis.

Comparison of Achievements Against Targets


Accident Recor ding,Reporting and Investigation


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What is an accident?It is an unplanned, unwanted eventwhich results in a loss of some kind.

Definitions of Accident and Incident

What is an incident or near-miss?It is an unplanned, unwanted event thathad the potential to cause loss.

Frank Bird A ccident Triangle

For ever y 1 ser ious injur y

there are 10 minor injuries

and 30 damage only

and 600 incidents.

Accident Reporting

What are the barriers togood accident and near-miss reporting?

How can these barriersbe overcome?


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Reporting

What are reportable events?

They are: Occupational accidents. Occupational diseases. Dangerous occurrences.

Major injury and death.

Dangerous occurrence.

Diseases.

A worker absent from work for three consecutive

days, due to an accident at work. Immediate hospitalisation of a non-worker.

What are Reportable Events?

(Definitions vary a ccording to national legal practice.)

Some Examples of Reportable Events

Major Injury F ractures other

than the fingers ortoes.

Any amputation. Dislocation of

shoulder/hip orknee.

Loss of sight.

Dangerous Occurrence Contact wi th

overhead cables. Train collision. Collapse of scaffold. Failure of lifting

equipment.


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What are Diseases and Ill-Health?

They include:

Work-related upper limb disorders(WRU LD).

Dermatitis. Decompression sickness. Leptospirosis. Asbestosis. Occupational asthma.

The Exams

Both papers are 2 hours long.

Both start with a 20 mark question.

The remaining 10 questions are worth 8

marks each.

How will you manage your time?

Under exam conditions - you have 8 minutes.

Explain why the health and safet y policy should besigned by the mos t senior pe rson in an organisation, suchas the Managing Director or the Chief Executi ve Officer.

(2 mar ks)

Explain the purpose of EACH of the following sec tions ofa health and safety policy do cument:(i) Statement of intent.

(ii) Organisation.(iii) Arrangements. (6 marks)

Exam Questions

(Source: NEBOS H)


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Exam Technique

Read the question. Highlight the key words. Look at the mark allocation. Read the question again. Plan your answer. Do it.

Accident Investigat ion

Why investigate accidents?

Preventing recurrence.(most important!)

Legal.

Insurance.

Statistics.

Civ il actions.

Why do Accidents Happen?

Lack of Management Control

Underlying Causes

Immediate Causes

Loss or Injury

Accident Near Miss


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Accident Causation - Domino Theory

Loss/injury

Accident

Unsafeact/

condition

Underlyingcauses

Root causes

Root causes are equivalent to Lac k of Managemen t Con trol.


Make area safe. Select level of investigation. Gather and record the facts. Analyse the facts. Draw conclusions . Make recommendations . Review the process.


Select level of investigation.

Who should investigate?Who should be in the team?

1. Health and Safety Practitioner.2. Staff Representative.3. Supervisor or Manager.


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Recording the Information

Report formats may use computer-based sy stems

Different fields used in programme:

Type of accident. Part of body injured. Job type. Location.

Domino Theory of Accident Causation

Loss/injury

Accident

Unsafeacts andconditions

Underlyingcauses

Root causes

Analysing the FactsUnsafe Acts and Conditions

These are the direct causes of the accident -they can be broken down into:

M aterials and Substances.

Equipment.

Environment.

P eople.

Remember M-E-E-P!


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Analysing the Facts

It is important to understand the terminology!

Recording and analysing results:

Cause of Accident.

Type of accident.

Cause of injury.

Drawing Conclusions

Fault Tree Analysis

The ultimate aim is tofind out why the systemof management failed toprevent each of theunderlying causes whichcontributed to theaccident.

Drawing Conclusions

Electrician f alls from

ladder and breaks leg

He was in a hurry Rung broken

B1 B2 B3

Poor lighting

C1 C2 C3 A1 A2 A3

Underlying c auses

Direct causes

Cause of injury

Fault Tree Analysis


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Reviewing the Process

What were the direct causes?

What were the underly ing causes?

Why did management systems fail?

Why was the sy stem failure notidentified before the accident?

How effective were the emergencyprocedures?

Some questions to ask whenreviewing the process:

Practicalities of Investigation

When should you investigate?

How to investigate (SREDIM) :

Select the incident. R ecord all the facts.

Examine the causes. Develop (or change) the system of work. Implement the new sy stem (of work). Monitor and review.

Statistics

Trend analysis. Pattern analysis. Using raw data, (i.e. the

actual numbers). Using a rate to allow more

meaningful comparisons.


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Statistics

Accident Incident Rate (AIR)

AIR =No. of accidents

Average no. of employees 1,000

Statistics

With statistics yo u need to be careful thatwhat the data seems to be telling you, is infact the case:

Careful selection of the statisticaltreatment.

Careful interpretation of results.

There are three kinds of lies - lies, damnedlies and statistics. (Benjamin Disraeli)

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