1. Presented by David Adewuyi MSc. Environmental Health
(GradIOSH) Ensuring Health and Safety Standards
2. Aim To outline to the senior team an internal plan of action
to ensure Health and Safety standards are followed. Objectives
Understand accidents are caused by the absence of managerial
control the importance of organisational factors a systematic
approach to ensuring health and safety 3. Introduction - Safety
Culture Indicators of poor health and safety at work Accidents
Absenteeism Sickness Rates Staff Turnover Legislation Compliance
Staff Complaints 4. Introduction Incident/Accident What is an
Accident? Accident = Incident + Consequences What is an Incident?
Incident = sequence of actions or events 5. THE ACCIDENT HIERARCHY
MANAGEMENT SYSTEMS WORK ACTIVITIES OPERATING RULES ACCIDENTS
VIOLATIONS MISTAKES DIRECT CAUSE ROOT CAUSE 6. Introduction
Legislation Health and Safety at Work Act 1974 Under this act:
Employers must ensure the: Health, safety and welfare of employees
Health, safety and welfare of others Employers must: Manage health
and safety Risk assess Train to ensure competency Provide a safe
workplace Provide safe methods of work Provide a health and safety
policy if 5 or more employees. 7. Introduction - Legislation There
are wealth of regulations under the Health and Safety at Work Act
1974. One of them is the Management of Health and Safety at Work
Regulations 1999. Regulation 5 of the Management of Health and
Safety at Work Regulations (MHSWR) 1999, requires employers to put
in place arrangements to control health and safety risks. 8.
Management of Health and Safety at Work Regulations 1999
Organisations should have, as a minimum, the processes and
procedures required to meet their legal requirements; a written
health and safety policy (if they employ five or more people);
assessments of the risks to employees, customers, partners and any
other people who could be affected by their activities; and record
those findings in writing (if they employ five or more persons);
display the Health and Safety Law poster; or provide workers with
the associated leaflet; 9. Management of Health and Safety at Work
Regulations 1999 Failure to comply with these requirements can have
serious consequences for both organisations and individuals.
Sanctions include fines, imprisonment and disqualification. Under
the Corporate Manslaughter and Corporate Homicide Act 2007, an
offence will be committed where failings by an organisations senior
management are a substantial element in any gross breach of the
duty of care owed to the organisations employees or members of the
10. Management of Health and Safety at Work Regulations 1999 The
maximum penalty is an unlimited fine and the court can additionally
make a publicity order requiring the organisation to publish
details of its conviction and fine. 11. Health and Safety
Management Systematic use of techniques to identify and remove
hazards, the control of risks which remain, and the use of
techniques to influence the behaviour and encourage safe attitudes.
This is the primary responsibility of management. 12. Health and
Safety Management You cannot do it, without a system in place It
cannot be a one-off intervention. INPUT PROCESS OUTPUT FEEDBACK
Organisation External Environment 13. Health and Safety Management
System Organisations may choose bespoke management systems, such as
the POPMAR model from HSG65, ISO/ BSI 18001 e.t.c., But the plan,
do, check, act/review model is at their core. 14. OHSAS 18001
Status ReviewReviewOHSOHS PolicyPolicy PlanninPlannin gg OHS Policy
OHS Policy Planning Planning Implementation & Operation
Implementation & OperationChecking &Correctiv eActio n
Checking & Corrective Action Continu alImprovem ent Continual
Improvement Manageme ntRevie w Management Review 1. OH&S Policy
1.1. The Health & Safety Policy 2. Planning 2.1. Planning for
hazard identification, risk assessment and control 2.2. Legal and
other requirements 2.3. Objectives 2.4. OH&S management
programme(s) 3. Implementation and Operation 3.1. Structure and
responsibility 3.2. Training, awareness and competence 3.3.
Consultation and Communication 3.4. Documentation 3.5. Document and
data control 3.6. Operational Control 3.7. Emergency preparedness
and response 4. Checking and Corrective Action 4.1. Performance
measurement and monitoring 4.2. Accidents, incidents,
non-conformances and corrective and preventative action 4.3.
Records and record management 4.4. Audit 5. Management Review 5.1.
Management Review 15. Health and Safety Management System Whatever
model, system or process a duty holder uses, it is likely to be
based on an approach of plan, do, check and act/review. To
act/review is to learn and improve from experience, ensuring
continual improvement. 16. PDCA Approach Conventional Health and
Safety Management Process Safety Plan Determine your policy/Plan
for implementation Define and communicate acceptable performance
and resources needed Identify and assess risks/Identify controls/
Record and maintain process safety knowledge Implement and manage
control measure Do Profile risks/Organise for health and
safety/Implement your plan Check Measure performance (monitor
before events, investigate after events) Measure and review
performance/Learn from measurements and findings of investigations
Act Review performance/Act on lessons learned 17. Plan-Do-Check-Act
Approach (PDCA) Health and Safety You may need to go round the
cycle more than once, particularly when: starting out; developing a
new process, product or service; or implementing any change. 18.
Conclusion and Recommendation Essential Principles 19. Essential
principles 1. Strong and active leadership from the top: visible,
active commitment from the board; establishing effective downward
communication systems and management structures; integration of
good health and safety management with business decisions. 20.
Essential principles 2. Worker involvement: engaging the workforce
in the promotion and achievement of safe and healthy conditions;
effective upward communication; providing high-quality training.
21. Essential principles 3. Assessment and review: - identifying
and managing health and safety risks; - accessing (and following)
competent advice; - monitoring, reporting and reviewing 22.
Finally.... Health and safety is a fundamental part of business.
Boards need someone with passion and energy to ensure it stays at
the core of the organisation. An organisation will never be able to
achieve the highest standards of health and safety management
without the active involvement of directors. External stakeholders
viewing the organisation will observe the lack of direction. Board
level involvement is an essential part of the 21st Century trading
ethic. Attitudes to health 23. Thank you for listening
Questions!
