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NEBOSHInternational General Certificate(IGC)
in
Occupational SafetyandHealth
RevisionWorkshops
Mr. BernardColgan
B.A. (SocSci)A.D. (HlthPolicy)RN, RM, DipWHS, Cert 1VTAE, HRIS
IntegratedSafetySolutionPteLtd
"Before we discuss the Departmentof Occupational Safety
Healthand Welfare(DOHSW) investigation, imprisonmentof
our executive directors for breaches of the OHSW Act and
numerous lawsuits filed against us by our employees,
I'd like to open the meeting with a joke."
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Attendance Sheets
Key Objectives
Roles
Assessment
Evaluations
Right of review
WELCOME
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Trainingfacilities
AlarmSystemand Muster point
Safety Share
Ablutions
Refreshments / Breaks
Housekeeping and Safety
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Mobile phones
Laptops Emails etc.
Computer Access
Privacy
Questions
Code of conduct
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Session Expectations
Nominate a Timekeeper
WritingCar park questions for follow up
Introductions
Expectations and roles
2
Your instructor..
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SCHEDULED ACTIVITIES Day 1
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SCHEDULED ACTIVITIES Day 2
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International GeneralCertificate(IGC1)Exam
Examtechniques
FoundationsofOccupationalhealthandsafety
ScopeandNature
Multidisciplinary nature
Barriers
.
IGC1 Element 1 Foundations in Health and Safety
Roleof GovernmentsandInternational bodies
Government
Employers, Employee
Enforcement Agencies, Non-compliance
International Standards, Sourcesof information
MaintainingstandardsinHealthandSafety
Sizeof problem
Societal expectations
Social (Moral) expectations
Business / Financial
International framework
.
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NEBOSHarerenown for settingchallengingquestionsin
exampapersandmarkingstrictly.
Theywordtheir questionsin such away asto ask specific
information and they expect you to provideit inthe
requestedformat.
Themainmistakethat candidatesmakeisto not readthe
questionproperly.
Often studentsprovideexcellent answers, but do not
answer thequestionasked.
EXAM TECHNIQUES
EXAM TECHNIQUES-ANSWERING THE QUESTION
Readthe questions
carefully:
Knowwhat informationisbeingrequested.
Understand what information is being
requested.
Understandthebreadthof knowledgerequired.
Providetheinformationinalogical andcoherent
manner.
Developa plan:
Consider the marks
available:
Theexaminer will expect a piece of information
toallocatetheavailablemarkson.
Time management (allocate your time evenly
and take into account the value of marks
allocatedtothequestion.
Focusonkeywords;
Createamindmap;
Haveenoughfacts;
Re-readthequestionfor clarity.
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To List: Onlylist thewords, names, items, figures,
phrases etc. withoutany explanationsor
descriptions.
EXAM TECHNIQUES-VERBACTIONINSTRUCTIONS
Source:OxfordAdvancedLearnersDictionary
To State: To formally, writeand expressan opinion,
defineor providecategorically what thefacts
are. Wherethereis no definition.
To Identify: Demonstratethat youknow, understand
and/or recognizethepertinent pointsto the
issueby selectingandnamingthemand saying
what theyareinaconcise manner.
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ToDescribe: Provide a greater level of detail or a more
in-depth explanationor descriptionof the
keyissueor events. Includeawordpicture
descriptionof thekeypointsalso.
ToOutline: Give a clear description of the key (most
important) features, facts or points of the
events or issuethat are involved andgivea
brief explanationof thereasons/points.
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ToExplain: Provide:
a more detailed level of explanation
(a word picture or story) as to the
rationale,
and
a detailed description of the process
or events with a breakdown of each
key point or fact to ensure your
messageisclearlyunderstood.
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EXAM TECHNIQUES-ANSWER THE QUESTION
COMPONENTS:
TheTopic: Should be usually clear from the
questionbeingasked.
Ask how and why has the examiner
hasposedthisquestion.
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TheComponents:
ScopeandFocus: Check to see whether the wording of the
question includes a word or phrase that
limitsor expandsthetopicinaveryspecific
way.
Commonmistakestoavoid:
Coveringtoobroadanarea
Writingwithtoonarrowafocus
Includingirrelevant information
Onlyansweringhalf thequestion.
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EXAM TECHNIQUES MONITOR YOUR TIME
Section1: Onequestion maybedividedintosub-parts
(20Marks spendapprox. 30minutes)
Section2: TenQuestions
( 8Marks spendapprox. 90Minutes)
Nochoiceof questions ALLarecompulsory!
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TypesofQuestions:
Knowledge: Theyask you to recall important facts and are
thesimplestquestion.
KeyActionwords-Verbs:
Outline Give Label
Define State Identify
Describe. Summarize Name
List
DefinitionSource:OxfordAdvancedLearnersDictionary
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TypesofQuestions:
Comprehension: They ask you to demonstrate your
understanding of concepts. You must clearly
show that you understand the ideas and
theoriesthat underliethefacts.
Explain Paraphase Trace
Summarize GiveExamples Re-state
Illustrate Express Distinguish
Match.
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Application: Theyaskyoutodemonstratehowtouseyour
knowledgeto addressaspecificproblemand
require more than to simply recollect but to
applytheknowledgealso.
KeyVerbs:
Apply Show Solve
Choose Organise Relate
Generalise
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TypesofQuestions:
Analysis: They ask you to examine the relationship
between/ amongfactsandconcepts.
KeyVerbs:
Analyse Classify Compare
Contrast Distinguish Differentiate
Sub-divide Categorise Select
Infer Prioritise
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Synthesis: They ask you to create a new structure in
written form e.g. construct an OHSMS
policy. .
KeyVerbs:
Design Plan Construct
Create Compose Produce
Develop Invent Combine
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Evaluation: They ask you to make a value judgement
andpresent your ownopinionsoftenciting
works and views of experts in the field, if
possible.
KeyVerbs:
Discuss Evaluate Compare Consider
Examine Explore Comment Justify
Appraise WeighSupport Recommend
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LearningOutcomes
Oncompletionof thiselement, youshouldbeableto:
Demonstrateanunderstandingof thecontent throughtheapplication
of knowledgeinfamiliar andunfamiliar situations.
1. Outlinethescopeandnatureof Occupational HealthandSafety;
2. Explain the moral, social and economic reasons for maintaining
and promoting good standards of health and safety in the
workplace;
3. Explaintheroleof national governmentsandinternational bodies
in formulating a framework for the regulation of health and
safety.
RRC Training
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The results of a health
and safety audit of an
organisation showed a
number of non-
compliances with
respect to procedures.
Describe the possible reasons for
procedures not being adhered to.
(10)
Outline what actions could be
taken to encourage employees to
comply with health and safety
procedures.(10)
Sample questions:
HOW TO ANSWER THE QUESTION
Part (a)
To Describe means to provide a word picture of
something
Dont just list the reasons each one needs to be
expanded on slightly to ensure the examiner
understandsthepoint.
Eachreason allocate2marksuptoamaximumof 10
Focusondescribingthereasonsonly.
Dont try to guess what procedures are not being
compliedwith wedont knowthis!!
Dont get stuck on the word Audit it is not about
theaudit but trytofocuswhypeopledonotcomply!
E.g. peer pressure, no enforcement, management are
not concerned, PPE makes the task more difficult,
employeeshavenever beentoldtowear PPEetc.
Part (b)
To Outline means to essentially asks for the main
features or general principles. No explanation is
required.
1 mark will be given for each valid point up to a
maximumof 10
The question requires actions that could be taken to
encourage or motivate employees to comply with
procedures.
Think about how people are motivated use an
example. Theactionsmight include:
Training,
joint consultationonprovisionanduseof PPE,
poster campaigns,
management commitment,
disciplineetc.
Part (a)
Unrealistic/ unclear procedures,
poor safetyculture,
Lackof consultation
poor management commitment,
inadequatesupervision/enforcement,
cuttingcornersencouraged,
Lackof training/safetyawarenessinformationetc.
Part (b)
Safetymeetings,
teambriefings,
joint employee/ management consultations
Involveemployeesinriskassessment
Providetraining
Poster campaignsencourageaccident / incident reporting
Provideadsgoodworkingenvironment
Jobrotation
disciplinaryprocedures
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Providedefinitionsfor thefollowingkeyterms:
Health:
Safety:
Welfare:
Accident:
NearMiss:
The state of being free (i.e. absence)
fromdisease, injury or illness.
The condition of being protected from or
unlikely to cause danger, risk, or personal injury.
The provision of efforts to ensure the basic
physical and material well-being (i.e. their health
and safety) of people and or facilities.
An unf ortunate, unplanned or unwanted
incident or event which typically leads to injury,
damage or loss.
A narrowly avoided, unplanned, unwanted event
which has potential to lead to injury, damage or
loss.
Reference: Pp1-2 Element 1- RRC IGC1 Manual
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Providedefinitionsfor thefollowingkeyterms::
Hazard- Anything withthe potential to cause injury or
harm, and/or property damages.
Risk- The likelihood that a situation involving exposure
to danger will cause harmi.e. a hazard, It is
usually considered incombination with the
severity (Consequences) of the injury, damages
or loss that might occur.
DangerousOccurrence: -
Aspecified incident or event that has to be
reported to relevant authorities by law.
Environmental Protection:
The action of preventing damage to the
surroundings or conditions inwhich a person,
animal, or plant lives or operates i.e. air, land,
water andliving organisms.
Reference: Pp1-1 NEBOSH IGC1
Using an example in each case, explain the following terms:
Hazard (2)
A hazard is something with the potential to cause harm
Example: A damaged pavement with the potential to cause harm
resulting froma slip, trip or fall.
Risk (3)
Risk is the probability or likelihood that an unwanted event will occur
and the possible severity or Consequences in terms of injury/damage
that could occur as a result.
Example: if there is a road work pit in the pavement there is a risk of
someone falling into the hole; if however the hole has barriers and
signage to warn of the danger then the risk is reduced.
So far as is reasonable practicable (3)
This refers to the balance between risk and cost (money, time,
trouble). i.e. If the risk is significant then action must be taken.
Example: if the damages to the pavement are significant and the cost
to repair is manageable then the work should be carried out.
Sample Questions:
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Describe what barriers there might be to good health and
safety practice in the workplace?
Barriersto Good Standards
Complexity
of the
workplace
Complex nature
and diverse range
of activities that
occur in the
workplace;
Behavioural
Issues
Safety relies on
individual good
behaviour
People failing to
act as desired or
making mistakes
Compet ing /
conflicting
demands
Timescales
supply and
demand of product
or service
Standards e.g.
compliance with
health and safety
and environmental
protection laws
Budgets need to
be profitable and
safe!
Reference: Pp1-1 Element 1- RRC IGC1 Manual
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Why should anorganisationmanagehealth and safety?
Legal (or social) Lawsexist to
ensurethat thereareminimumstandards to
ensure
asafeplaceof work
Safeplant andequipment
Safesystemsof workand
Training, supervisionandcompetency
Moral thereisasocial expectation that
peoplewill behaveinamorallyresponsible
manner
Economic i.e. Thebusinesscase -
Accidents andill-health cost moneyandaffect
theprofit margin directly andindirectlyas
well asinsuredandnon-insuredcosts.
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Question 1:
Why might the Management of an organisation
not consider health and safety to be a priority?
Key points should include:
Competes with other business
aims i.e. It requires:
Time
Money and
Resources
and thereforeis seen as
costly to business
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Question 2
Key points should include:
This demonstrates an ignorance of :
The true costs of injury/ illness
the business Case
The legal requirements/duties of
care
The real hazards in the workplace.
What would this attitude suggest about the
organisations Management?
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Following a workplace accident, an employer has
decided to implement regular workplace inspections.
a) Outline the
factors that the
employer should
consider when
planning the
inspections. (6)
b) Out line
threeproactive
methods for
monitoring
health and safety
performance. (6)
c) I dentify all
the possible
costs to the
company as a
result of the
accident. (8)
Workplace Inspections:
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Natureof hazards,
teamconsultations,
competence,
location/route,
Inspection checklists to consistency and
systematic,
consultations,
standards/legislation to apply - compliance,
remedial actions/work prioritized,
Direct/indirect costs,
Competency of inspectors,
Representative teamof inspectors,
Safetyand welfare of inspectors doing survey,
Regular frequency/scheduling e.g. 3 monthly.
HOWTOANSWERTHEQUESTION Outlinethefactors
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Audits comprehensiveandindependentexamination
against stated objectives,
Safetysurveys detailed in-depthexaminationof specific
fieldof activitye.g. manual handling,
SafetyTours anunscheduledworkplace inspectionto
ensurehousekeepingstandardsare acceptable ,
Others benchmarking/ Sampling(outline three)
Direct / Indirect costs
Lost production,
clean up/repair costs,
lost time,
investigation costs,
first aid,
intangible costs (morale),
insurance premiums increases,
fines,
compensation,
replacement/retrainingof staff etc.
HOWTOANSWERTHEQUESTION
b)Outline3pro-activemonitoringmethods
c)Identifyall thepossiblecosts
Business costs to an organisation
Direct Costs - which are measurable costs arising directly fromaccidents and may include:
First aid treatment
Workers Sick pay during absences
Repairs toplant or equipment
Lost or damaged plant or product
Lost production time
Overtime cover for injured person
Fines in criminal / civil court
Compensation payment to victim
Clean-up activities
Cost of recruiting and retraining additional employees (cover in interim)
Reference: Pp1-5/13 Element 1- RRCIGC1 Manual
Identifysomeof thepossiblecostsanorganisationsmayexperiencefollowingan
accident intheworkplace? (8Marks)
Business costs to an organisation
I ndirect Costs which arise as a consequence of the event but may not directly involve
money. Often difficult to quantify and may include:
Incident I nvestigation time
Lost employee morale / industrial unrest / high staff turnover
Cost of additional control measures
Compliance with enforcement notices
Cost of redeployment and / or rehabilitation
Damaged customer relationships and goodwill
Damaged public image and business reputation
Decrease in profitability
Identifysomeof thepossiblecostsanorganisationsmayexperiencefollowingan
accident intheworkplace? (8Marks)
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Question 4: Insurance costs to an Organisation
8 - 36
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Loss of raw materials
due to accidents
Sick pay
Overtime
Equipment repairs
Lost materials
Uninsured
Costs
Fire
Worker injury/death
Medical costs
I nsured
Costs
I dentify some of the possible insurance costs an organisations may experience
following an employee being injured after an accident in the workplace?
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HealthandSafetyManagement Systems (HSMS) -Policy
SCHEDULED ACTIVITIES IGC1
Purpose andImportance of OSHPolicy
Roleof OSHPolicyin decision making
Keyfeaturesof a HSMS
Statement of intent
Organisation
Arrangements
Policy Review
Continuous Improvement and Audit
.
KeyElementsof ILO OSH-2001HSMSs
Health and Safety Policy
An important document:
Thefoundation for good health and safetymanagement in
an organisation
Sets out theorganisationsaims
Identifieswho isresponsiblefor achievingtheseaims
States how theaims areto be achieved
Specificto eachorganisationsrequirements
(Not to beconfusedwith "Policy" in theH&Smanagement
systemmodel)
Outline the purpose of an Organisations Health and
Safety Policy.
RRC Training
A healthandsafetypolicyusually comprises
three parts:
1. Statement of Intent
What'sgoingto bedone
2. Organisation
Who'sgoingto do it
3. Arrangements
Howthey'regoingto do it
Key Elements of a H&SPolicy
I dentify the Key Elements of an Organisations Health and
Safety Policy.
RRC Training
Settingoverall aims and objectives
Complyingwith law
Achievingstandards
Reminds workers at all levels of their
responsibilities
Signed and dated by the most senior person
Regular review
General Statement of Intent
Outline the issues that are typically included in the statement
of intent section of a health and safety policy...
RRC Training
Outlinesthechainofcommand
for healthandsafety
management
Identifiestherolesand
responsibilitiesof staff
Usuallyincludesanorganisational
chart relatingtohealthandsafety
Showslinesofcommunication
andfeedback
Organisation Section
Outlinethe issues that aretypically included in the Organisation
section of a health and safety policy.
Definesresponsibilitiesfor:
TheCEOor MD- ultimately
responsibleandaccountable
Management- responsiblefor day-to-
daymanagement
All employees- responsiblefor acting
safely
Competentpersons- first aiders, fire
marshals, etc.
Specialisthealthandsafety
practitioners responsiblefor
providingadvicetosupport
management andemployees
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Q)Identify reasons for maintaining good standards
of health and safety in an organisation. (8)
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RRC Training
Describes howthingsare
doneandgoingtobe
achieved
Detaileddescriptionof
policies andprocedures
Usuallyalongdocument
Oftenseparatefromthe
policydocument
Uniqueto each
organisation
Arrangements Section
Out line the issues that aretypically included in the Arrangements
sect ion of a health and safety policy. (8)
Examplesoftopics:
Carryingout riskassessments
Information, instructionand
training
Compliancemonitoring, including
auditing
Accidentandnear missreporting,
recordingandinvestigation
Consultationwithworkers
Developingsafesystemsof work
RRC Training
Somereasonsfor review
Changesin:
keypersonnel
management structure
ownership
processes
technology
legislation
Incident
Enforcement action
After audit
After worker consultation
Passageof timee.g. annually
Policy Reviewing
Outline the circumstances that would require a health
and safety policy to be reviewed.
Contractors are carrying out a major building project for an organisation.
Q) Outline how this organisation could reduce the risks to contractors carrying
out the project. (8)
If aclient canbeheldresponsiblefor aninjurycausedbyacontractorworkingfor theclient thenit must
beintheclientsownbest intereststoensurethat contractorsdonot endangerworkersor others.
Thewaythat aclient managescontractorscanbebrokendownintokeyareas:
Selectingthecontractor
Planningthework
Coordinatingthework
Monitoringthework
Contractors:
1. SelectingtherightContractor
Thingsyoushouldcheck:
Healthandsafetypolicy
Riskassessments
Qualifications andtrainingrecords
Membershipof aprofessional
organisation
Maintenance andequipment testing
Previous or current clients
Accident records
Enforcement action
Adequateresources
Contractors:
2. PlanningtheContractorsWork
Informationto beshared
betweenclient andcontractor:
Hazardsposedbythesiteand
workcarriedout
Hazardsposedbythecontractors
activities
Riskassessments
Methodstatements
3. Co-ordinationofContractorsWork
Arrangementsbetweentheclient and
contractor include:
Ensuringactivities dont conflict
Permit-to-worksystemtocontrol
activities
Keycontactse.g. worksforeman
identified toensurecontinuity
4MonitorandControl
Clientsmust:
Monitortheworktoensure
safety
TheClient can:
Stoptheworkif it involves
unsafepractices
Auditingagainst agreedmethod
statementsisagoodtechnique.
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Unit IGC1 Element 1.3
Role of National Governments and
International Bodies
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The Legal andSocial Expectation
International standards from the
International Labour Organisation
A countrys own health and safety
standards
Health and safety law is usually based on:
Role of National Governments and International Bodies
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Roleof National Governmentsand International Bodies
International Labour Organisation(ILO)
Agencyof United Nations
Most countries are members
Sets international standards for H&Sby
publishing:
C155OHSConvention(C155)
R164OHSRecommendations(1981)
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The International Framework
Conventions
Create bindingobligations or policies to
implement their provisions ;
No legal authority, unless ratified by the
member-state into its own legal structure.
Recommendations
Provide guidance on policy, legislation and
practice.
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RegulatoryInternational Frameworks
Regulations adopted bythe International Labour
Organisation (ILO):
Occupational Safety and Health Convention (C155) -
agoal settingpolicyfor national and individual
company level.
Occupational Safety and Health Recommendation
1981(R164) - supplements Convention 155 and gives
more guidance on obligations and how to comply
with its policies.
We'll talk about these a lot duringthe course!
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RegulatoryFrameworks
ILO has also published Conventions associated with
specific hazards:
C115 - Radiation Protection (1960)
C162 - Asbestos (1986)
C167 - H&Sin Construction (1988)
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Other International Standards
International Organisationfor Standardisation
World's largest developer of management
standards, for example:
ISO9001 Quality Management
ISO14001 Environmental Management
ISO12100 Safety of Machinery
These standards are not "law", they're good
management practice
They lead to a worldwide common approach to
good management
Whosresponsible for HealthandSafety?
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Other International Standards
Internationally recognised standard for
Occupational Health and Safety is
OHSAS18001
Compatible with ISO 9001 and ISO 14001
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HealthandSafetyManagement Systems(HSMS) -Organising
Rolesand Responsibilities
HealthandSafetyCulture
ImprovingSafetyrelatedbehaviour
FactorsinfluencingSafetyrelatedbehaviour
EmergencyProcedures& First Aid
FactorsinfluencingSafetyrelatedbehaviour
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Safe place of work;
Safe plant and equipment;
Safe systems of work;
Trainingand supervision and
competency;
OHSarrangements in place;
Appropriate PPE and equipment.
Everybody- but most of the responsibility
lies with the employerto provide:
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Q) Outline the
role of the
Employersin
respect of health
and safety at
work. (4)
Q) Outline the
responsibilities of
Employers in
respect of health
and safety at
work. (4)
Revision Questions:
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ToDescribe: Provide a greater level of detail or a more
in-depth explanationor descriptionof the
keyissueor events. Includeawordpicture
descriptionof thekeypointsalso.
ToOutline: Give a clear description of the key (most
important) features, facts or points of the
events or issuethat areinvolved andgivea
brief explanationof thereasons/points.
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The Employers role- to provide
Safe placeof work and safe access and egress
Safe plant and equipment the need to inspect,
service and replacemachinery will depend on the
level of risk
Safe systemof work should be safe in all
circumstances - appropriate review, planningand
control ensurecontinued safety of methods
Trainingand supervisionto ensure competency
Whosresponsiblefor HealthandSafety?
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Employers Responsibilities
Article16of C155identifiesobligationsplacedonemployers:
To provideandmaintainsafeworkplaces, machinery, equipment
andworkprocesses
To ensurethat chemical, physical and biological substancesand
agentsarewithout riskto healthwhenprotectivemeasureshave
beentaken
To provideadequateprotectiveclothingandequipment (PPE) to
prevent risksof accidentsor adversehealth effects
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Employers Responsibilities
Provideandmaintainsafeworkplaces, machineryandequipment
anduseworkingmethodsthat aresafe;
Givenecessaryinstruction, trainingandsupervisioninapplication
anduseof healthandsafetymeasures;
Introduceorganisational arrangementsrelevant toactivities andsize
of undertaking;
ProvidePPEandclothingwithoutchargeto workers;
Ensurethat workorganisation, particularlyworkinghoursandrest
breaks,doesnot adverselyaffect occupational safetyandhealth;
Takereasonablypractical measures withaviewto eliminating
excessive physical andmental fatigue;
Keepup-to-dateof scientificandtechnical knowledgeto comply
withtheabove.
Article10of R164:
RRC Training
Employer:
The employer carries ultimate responsibility for
ensuring that the workplace is safe and free of
health and safety risks. Ensures the safety of
workers and others e.g. visitors and contractors
Directors and senior managers:
Give an organisation its direction
Set its priorities
Allocate resources and appoint competent
persons
Allocate responsibilities
Are responsible for ensuring that all of the
legal
Organisational HealthandSafetyRolesandResponsibilities
"What do you mean, 'we never
got around to developing a
strategic plan'?"
Middle Managers and supervisors:
are involved in the day-to-dayoperational
running of the organisation so are
responsible for the health and safety
standards within the operations under their
control.
RRC Training
CONTRACTORSANDSELF-EMPLOYED:
To takereasonable careof their own health and safety andthe
healthand safety of others who might be affected by their acts or
omissions.
DESIGNERS, MANUFACTURERSANDSUPPLIERS :
Designers, manufacturers, importers and suppliers of items and
substances formthe supply chain.
They haveresponsibilities to ensure their products are safe.
J OI NT OCCUPIERS OFPREMISES
Under ILOConvention C155 Article 17 andI LO
RecommendationR164 Article 11 Employers in sharedfacilities
should communicateto develop appropriatehealth andsafety
standardsandappropriatepolicies andprocedures.
This may include:
sharingof procedures e.g. fire andemergencyresponse
sharingof risk assessments
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Q) Outline the
rights of workers
in respect of
health and safety
at work. (4)
Q) Outline the
responsibilities of
workers in
respect of health
and safety at
work. (4)
Revision Questions:
RRC Training
SAFETYSPECIALISTS:
SafetySpecialists(or Practitioners)areresponsiblefor givingcorrect
advicetotheorganisationsothat theorganisationcanmeet itslegal
obligationsandachieveitspolicyaims.
Typicalresponsibilitiesinclude:
Providingadviceandguidanceonhealthandsafetystandards.
Promotingapositiveculture.
Advisingmanagementonaccident prevention.
Developingandimplementingpolicy.
Overseeingthedevelopment of adequateriskassessments.
Identifyingtrainingneeds.
Monitoringhealthandsafetyperformance.
Overseeingaccidentreportingandinvestigations.
WORKERS:
Workershavearesponsibilitytotakereasonablecareof their ownhealth
andsafetyandthat of otherpeoplewhomight beaffectedbywhat theydo
(or don'tdo).
Workersmustalsoco-operatewiththeir employeronmattersof health
andsafety.
CONTROLLERSOFPREMISES
Totheextent that theyhavecontrol, controllersof premisesare
responsiblefor ensuringthat thepremisesaresafetouseasaworkplace,
andthat thereissafeaccessandegresstoit andfromit.
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Workers Rightsandresponsibilities
Article19of C155(ILO) statesthat
everyworker must be:
Givenadequateinformationon actions the
employer has takento ensure safetyand
health;
Giventhe right to the necessarytrainingin
safetyand health;
Consultedbythe employer on all matters of
safetyand healthrelatingto their work;
Giventhe right to leavea workplacewhich he
has reasonto think presents an imminent and
serious danger to his lifeor health, and not be
compelledto returnuntil it is safe.
Takereasonablecare of their own safetyand
that of other people.
Complywith safetyinstructions.
Use all safetyequipment properly.
Report any situationwhichtheybelievecould be
a hazardandwhichtheycannot themselves
correct.
Report any work-relatedaccident/ill-health.
Article19of C155 Placesobligationson
workers, expandedinR164asfollows:
Source: C155 - Occupational Safety and Health Convention, 1981 (No. 155)
13
www.safetyiss.com
Group Exercise
Anyone affected by their business activities:
Visitors
Invited guests / uninvited trespassers
Lawful / unlawful (law differs from
countryto country)
Contractors
Members of the public
www.safetyiss.com
Enforcement Agencies
No harmonised global standard
Country-specific agencies may include:
H&SEnforcement Agency
Fire Authority
Insurance Companies
Police may be involved in enforcing H&S law
in some countries
www.safetyiss.com
Consequences of non-compliance
Formal enforcement actions Make necessary
improvements, stop activities, comply with
legislation;
Prosecutionof organisationin criminal courts
Punishment in terms of finesor imprisonment;
Prosecutionof individuals(directors, Managers
and/or workers);
Compensationfor injured workers.
www.safetyiss.com
Consequences of Non-Compliance
Breach of H&Slegislation is usually a criminal
offence leading to:
Enforcement action
Improvement
Prohibition
Prosecution
Organisation maybefined
Individualsmaybefined or imprisoned
www.safetyiss.com
Claims for Compensation
Fault-Based Compensation Systems
Worker brings claimagainst employer;
Civil legal system;
Must prove employer was negligent and
therefore to blame for injury/ill-health;
UK and USA.
www.safetyiss.com
Claims for Compensation
No-fault systems
National or regional schemes
No need to prove negligence
Decided by a panel of experts
No lawyers or courts
New Zealand and Sweden
14
www.safetyiss.com
Sources of Information
Internal
Accident records
Medical records
Risk assessments
Maintenance reports
Safetyinspections
Audit reports
Safetycommittee
minutes
External
National legislation
Safety data sheets
Codes of practice
Guidance notes
Operatinginstructions
Trade associations
Safety publications
www.safetyiss.com
Source Organisations
International Labour Organisation(UN)
http://www.ilo.org
Occupational SafetyandHealthAdministration (USA)
http://www.osha.gov
EuropeanAgencyfor SafetyandHealth at Work(EU)
http://agency.osha.eu.int
HealthandSafetyExecutive(UK)
http://www.hse.gov.uk
Worksafe(WesternAustralia)
http://www.safetyline.wa.gov.au
Focus Questions
Outlinethekey elementsof ahealthand safety
management system
Explain thepurposeandimportanceof settingpolicyfor
health and safety
Describethekeyfeaturesandappropriatecontent of an
effectivehealth and safetypolicy
ILO-OSH 2001 Safety & Health
Management System
Followsthe PDCA Cycle
Plan what youre goingto do
Do it!
Check that what youre doingis working
Act if what youre doingisnt workingas well as
it should
RRC Training
Key Elements of ILO-OSH 2001
Wewill cover this inmoredetail in aminute
Policy
Organising
PlanningandImplementing
Evaluation
Action for Improvement
Audit
Thesystemshould develop over timeto ensure
continual improvement
RRC Training
Policy
clear statement of commitment to healthand
safety
Organising
Roles andresponsibilitiesfor health and safety
At all levelsin theorganisation
PlanningandImplementing
Detailed arrangementsto manage H&S
Riskassessments!
15
RRC Training
Evaluation
Methods to monitor andreview the
effectiveness of the arrangements
Action for Improvement
Stepsto correct issuesfound in thereview
Audit
Independent, critical and systematicreview of
the management system
RRC Training
Focus questions
Outline the health and safety roles and responsibi lit ies of
employers, managers, supervisors, workers and other relevant
parties
Explain the concept of health and safety culture and its
significance in the management of health and safety in an
organisation
Outline the human factors which influence behaviour at work
in a way that can affect healthand safety
RRC Training
Reminder -What are the Employer's Four Duties?
Safe Place of Work
Safe Plant andEquipment
Safe Systemof Work
TrainingandSupervision
RRC Training
Thesafetycultureof anorganisationisthesharedattitudes, values,beliefsand
behavioursrelatingto healthandsafety.
Influencedby:
Management
Communication
Worker competence
Co-operation
HealthandSafetyCultureIndicators
Poor healthandsafetycultureleadstopoor performance.
Thefollowingthingsneedtobespottedearly:
Accident records
Sicknessrates
Absenteeism
Staff turnover
Compliancewithsafetyrules
Worker complaints
Staff morale
Provide a definitionof safetyculture.
Provide indicatorsof a poorsafety culture.
Lackof leadershipfrommanagement
Presenceof ablameculture
Lackof management commitment tosafety
Healthandsafetyalower prioritythanother issues
Organisational changes
Highstaff turnover rates
Lackof resourcese.g. toofewworkers, lowinvestment
Interpersonal issuese.g. peer grouppressure, bullying
External influences e.g. economicclimate
Poor management systems andprocedures
Lackof worker consultation
Factorspromotinga negativesafetyCulture
Whatisit?
Workersbelievethat if theyreport anincident
or makeacomplaint, theyaregoingtoget:
Blamed
Punished
Sacked
Blame Culture
Company takeover
Merger
Management buy-out
Change of management
Departmental restructure
Redundancy
Leading to:
Concentration on the 'new order'
Uncertainty over roles and
responsibilities
Reorganisation
Increases at timesof change
Reduces morale
FocusmovesawayfromH&S
No clear frameworkfor decision-making
Individualsmaketheir owndecisions
Uncertainty
No clear rules or policies
Decisions
Not in line with policy
Inconsistent
Frequently reversed
Influenced by personal
reasons
Conflicting priorities
Poor communication
No consultation with workers
Poor Leadership
16
What wouldanorganisationwithapositiveculturelook andfeel
like? What characteristics wouldit demonstrate?
Factorspromotinga positive Safety Culture
Inorganisationswithapositive
safetyculture
Healthandsafetyisimportant to
everyone
Thereisstrongpolicyandleadership
Managersanddirectorsleadon
safetyandworkersbelieveinit
Healthandsafetyperformanceis
good:
Peopleworksafely
Therearefewer accidentsandill
healthevents
Inorganisationswithanegative
safetyculture
Most feel safetyisnt important
Thereisalackof competence
Safetyislowpriority
Safetyconsciousworkersarein
minority
Healthandsafetyperformanceispoor
Thereisalackof attentionto detail
andprocedure
Lackof careand poor behaviour
resultsinaccidents
Three significant factors influence worker
behaviour:
The Individual
Personal characteristics
The Job
Natureof thejob
The Organisation
Characteristics of thebusiness
Safety Related Behaviour
Graphic taken fromHSG48 from
http://www.hse.gov.uk/pubns/books/hsg48.htm
Safety culture
Policies and procedures
Commitment and leadership from
management
Consultation and worker involvement
Levels of supervision
Peer group pressure
Communication
Training
Work patterns
Organisational Factors
Task
Workload
Environment
Displays and controls
Procedures
Job Factors
Competence
Skills
Attitude
Motivation
Risk Perception
Individual Factors
Attitude
A persons point of view or way of lookingat
something; how they think and feel about it
Motivation
A persons drive towards a goal; what
makes themdo what they do
Particular care needed with the use of
financial incentives!
Attitude, Competence and Motivation
17
Education & training
High impact intervention
("aversion therapy")
Enforcement
Consultation
ChangingAttitude
A combination of:
Knowledge
Ability
Training
Experience
A competent person isnt just one who
is trained
nor is it someone who has been there
a longtime!
What is Competence?
Perception: the way a person interprets
information detected by their senses:
Sight
Hearing
Smell
Taste
Touch
Perception
Factors which can affect perception
include:
Illness
Stress
Fatigue
Drugs and Alcohol
Previous experiences
Trainingand education
Perception
Understand why hazards are not
noticed by talking to workers
Awareness campaigns/training
Highlight hazards e.g. signs
Ensure adequate lighting is available
Reduce distractions e.g. noise
Avoid excessive fatigue
ImprovingHazard Perception
Securing management commitment is
essential
Senior managers provide leadership and
motivation
Needs clear policy, priorities and targets
Commitment cascades down through
the organisation
Requires visible leadership
Management Commitment
18
RRC Training
In groups discuss the leaders that you
have worked with. What made them
good (or bad) leaders, particularly on
health and safety?
From here think about what managers
can do to demonstrate their
commitment to health and safety.
Group Syndicate Exercise
RRC Training
Demonstrated by:
Behavingsafely themselves
Involvement in the day to day
management of safety
E.g. attendingsafetymeetings
Takingpart in safety tours and audits
Promotingactivities to improve safety
Enforcingthe rules
Visible Commitment
RRC Training
Sometimes rules are broken
Employees may endanger themselves
or others
Ignoring issues can result in injuries
Sometimes it is necessary to use
discipline to enforce the rules
Disciplinary Procedures
RRC Training
A supervisor who orders the teamto
cut corners to save time?
A reckless fork lift truck driver?
A persistent prankster?
An office worker who repeatedly fails
to wear PPE when in the factory area?
A maintenance worker who doesnt
isolate a machine as the job was only
10 minutes?
Who Would You Discipline
RRC Training
Competence
Knowledge, ability, training, experience
Competent Managers
Understand the implications of their
decisions on health and safety
Often a weakness!
Competent Staff
Enables job to be done safely
Competent Staff
RRC Training
Individual Activity
List as many methods of communicatingin the
workplace as you can think of, splittingyour list
into:
Verbal communication
Writtencommunication
Graphic communication
What are the advantages and disadvantages of
each method?
Communication
19
RRC Training
Limitations
Verbal Communication
Languagebarrier
Jargon
Strongaccent/dialect
Backgroundnoise
Poor hearing
Ambiguity
Missinformation
Forget information
Norecord
Poor quality(telephoneor PA)
Merits
Personal
Quick
Direct
Checkunderstanding
Feedback
Shareviews
Additional information
(Bodylanguage)
RRC Training
Limitations
Written Communication
Indirect
Time
Jargon/abbreviations
Impersonal
Ambiguous
Maynot beread
Languagebarriers
Recipient maynot beable
to read
Noimmediatefeedback
Cannot question
Impairedvision
Merits
Permanent record
Reference
Canbewrittencarefullyfor
clarity
Widedistributionrelatively
cheaply
RRC Training
Limitations
Graphic Communication
VerySimple
Expensive
Maynot belookedat
Symbolsor pictogramsmaybe
unknown
Feedback
Noquestions
Impairedvision
Merits
Eye-catching
Visual
Quickto interpret
Nolanguagebarrier
Jargon-free
Conveysamessagetoawide
audience
RRC Training
Posters
Video/films
Memos/emails
Employee handbooks
Toolbox talks
Communication Media
RRC Training
Often a legal requirement to consult
with workers
Consultation is a two-way process
Managers informworkers of plans, etc.
and listen to employee concerns
Consultation With Workers
RRC Training
Direct consultation
Employer talks to each worker and
resolves issues
Through worker representatives
Committee is formed to represent workers
Regular meetings to discuss and resolve
issues
Members may have rights in law
Methods of Consultation
20
RRC Training
Introduction of new measures
affecting health and safety
Appointment of new advisors
Health and safety training plans
Introduction of new technology
Typical Issues to Consult on:
RRC Training
Negative Culture
Informing
Dictatorial approach
Positive Culture
Consultation
Worker involvement
Co-operation & Consultation
RRC Training
Describe what factors need to be considered
for trainingin the workplace?
TrainingNeeds Analysis
Depends upon the nature and function of
the organisation
The hazard and risk profile
The accident historyof the organisation
There maybe statutory training
requirements
The level of trainingpreviouslyprovided,
together with the detail of which
employees have been trained and when.
RRC Training
Helps workers to understand:
Hazards and risks
Rules and precautions
Emergency procedures
Limitations and restrictions
Training
RRC Training
Describewhen it is important to provide
trainingopportunities for employees
Induction
training
For newemployees
Job
change
Newhazardsfollowingachangein job
Processchange Newhazardsassociated with new
waysof working
Newtechnology Newhazardsassociated with plant and
machinery
Newlegislation Implicationsof thenew legislation
RRC Training
Maintain trainingrecords
Who attended which sessions and when
Carry out evaluation of effectiveness
Look for indicators such as:
Reducedincidents
Increasedawareness
Improvedcomplianceto rules
Post TrainingActivities
21
RRC Training
Health and safetypolicy
First aid
Welfare facilities
Safe movement
Accident and incident reporting
Consultation arrangements
Safety rules
Personal protective equipment
Safe workingand permits
Risk assessment system
New Employee Induction Topics
Q) I dentify FOUR types of emergency that would
require an organisation to have an emergency
procedure. (4)
Q) Explain why visitors to a workplace should be
informed of its emergency procedure. (4)
Emergency Procedures:
RRC Training
Why do we need them?
Because despite all of the precautions,
things can still go wrong!
Emergency Procedures
RRC Training
Primary School
Fire, first aid, bomb threat (possibly), severe
weather, outbreak of disease.
Chemical manufacturingplant
Fire, first aid (includingmultiplecasualty
incident), bomb threat, severeweather, outbreak
of disease, chemical release, toxicchemical
exposure. Possibleoutbreakof disease.
ShoppingCentre
Fire, first aid, terrorist threatsincludingbomb
and/or suspect packages, multiplecasualty
incident, severeweather, crowd control/panic.
Group Syndicate Activity
Theorganisationneedstoarrange:
Procedures to be followed
Suitable emergency equipment
Responsible staff
Training and information needs
Drills and exercises
Emergency Procedures
RRC Training
Communication equipment
Phones, radios etc.
Contact Details
National and local emergency numbers
Responsible individuals
ESSENTIAL to understand whos
responsibilityit is!
Must be trained
ContactingEmergency Services
22
RRC Training
An employer hasaduty to make
appropriatefirst-aid provision for his
employees which include:
Facilities
An appropriatelocation wherefirst-aid
treatment canbegiven
Equipment
Suitably stocked first-aidkitsand other equipment
Personnel
Trained staff
Must informpeopleof these arrangements
First Aid
Basic principle of first-aid is to keep the injured
person alive until professional medical assistance
arrives, sometimes called 'The 3 Ps':
Preserve life
Prevent deterioration
Promote recovery
Also provide treatment for minor injuries
'The 3 Ps'
Trainedpersonnel:
First aider full training
Appointedperson basictrainingonly
Coveragewill dependon:
Thegeneral risklevel of theworkplace
Thehazardspresent intheworkplace
Accident history
Vulnerablepersons
Thenumber of workers
Workpatterns andshift systems
Workplacelocation(geographic)
Thespreadof theworkplace
Personnel and Coverage
RRC Training
First AidRoom(possibly)
Centrally located;
accessibleby
emergencyservices
Clean and adequately
heated, ventilated and
lit
Hand-wash facilities,
chair, clinical wastebin,
etc.
First Aid Facilities
Equipment
First aid boxes (minimum)
Plus
- Eye-wash stations
- Emergency showers
- Blankets
- Splints
- Resuscitation
equipment
- Stretchers
- Wheelchairs
- Other equipment as
required
www.safetyiss.com
HealthandSafetyManagement Systems (HSMS) -Planning
Purpose and Importance of Planning
Risk Assessment Principles and Practice
Principles of control
Hierarchyof Risk Reduction Measures
DevelopingSafe Systems of Work (SSW)
Permit to work Systems
RRC Training
4 LearningOutcomes
Oncompletionof thiselement, youshouldbeableto demonstrate
understandingof thecontent throughtheapplicationof knowledgeto familiar
andunfamiliar situations. Inparticular youshouldbeableto:
Explain the importance of planning in the context of health andsafety
managementsystems
Explain the principles andpractice of risk assessment
Explain the general principles of control andbasic hierarchyof risk
reduction measures
Identify key sources of health and safety information
Explain what factors should be considered whendeveloping and
implementinga safe systemof work for general activities
Explain the role and functionof a permit-to-worksystem
23
RRC Training
3
rd
Step in ILO-
OHS 2001
Part of PDCA cycle
Essential in the
systematic
management of
health and safety
Planning
RRC Training
Specific - clearlydefined, precise
Measurable - towards a target, quantified
Achievable - it can be done
Reasonable - within timescale and resources
Time-bound -deadline, timescale
e.g. review all 48risk
assessmentswithin a
12month period
SMART Objectives
RRC Training
Setting objectives requires consideration
of:
Who is settingobjectives?
Managers? Safetyadvisors?
How will objectives be set at each
functional level?
Cascaded throughout organisation
Linked to personal targets and appraisals?
Legal and other requirements
May linkobjectives to standards
SettingObjectives
RRC Training
Requires consideration of:
Hazards and risks
Objectivesaimto control risksin organisation
Technological options available
Adopt new technology
Financial/operational/business requirements
IntegrateH&Swithbusiness objectives
Views of interested parties
Employeesthrough consultation
Other stakeholders
SettingObjectives
RRC Training
Essential to be up to date
Especially with law
Various methods including:
HSE newsletters - http://www.hse.gov.uk
EU law-http://osha.europa.eu/en/legislation
http://osha.europa.eu/en/oshnetwork/focal-points
Websites - http://www.osha.gov/
http://www.commerce.wa.gov.au/WorkSafe/
Practitioner publications and subscriptions
Conferences
KeepingUp To Date
RRC Training
ILO Convention C155 Article 15
Imposes a duty to ensure a workplace
is so far as is reasonably practicable
without risk to employees.
Legal Requirements
24
RRC Training
reasonable practicability
balance of cost vsrisk of harm
Cost is time, effort and money
Basis of a risk assessment
Reasonable Practicability
RRC Training
Physical
E.g. electricity, noise, vibration, radiation,
machinery
Chemical
E.g. mercury, solvents, carbon monoxide
Biological
E.g. legionella bacteria, hepatitis
Ergonomic
E.g. manual handling, repetitive tasks
Psychological
E.g. stress, violence
Hazard Categories
RRC Training
Prevent:
Death and personal injury
Other types of loss
incident
Breaches of statute law
which might lead to
enforcement action
and/or prosecution
The direct and indirect
costs that follow on from
accidents
Objectives of Risk Assessment
RRC Training
Accident
Injury accident
Damage only accident
Near-miss
Dangerous occurrence
Work related Ill-health
Types of Incident
RRC Training
published bytheHealthandSafetyExecutiveandlicensedunder theOpen
Government Licencev1.0(http://www.nationalarchives.gov.uk/doc/open-
government-licence/): HSG245
Relationship Between
Incident Types
Hazard Near Miss Injury
Competent people
training, knowledge, experience
Teamapproach is beneficial
workersfamiliar withtasks
H&Sspecialists
technical specialists
linemanagers
worker safety representatives
Risk Assessors
25
Q)Give the meaningof the termRisk. (4)
Risk is a measure of the likelihoodof harm
occurring and the severity of that harm
Or to put it more simply:
Risk = Likelihood Severity
Revision Questions:
RRC Training
Risk Assessment
Q) I dentify the stages of a risk assessment. (4)
RRC Training
Slips, trips andfalls
Fallingobjects
Collisions
Trapping/crushing
Machinery
Electricity
Transport
Chemicals
Drowning
Asphyxiation
Fire/explosion
Animals
Violence
Hazard identification
Physical
Chemical
Biological
Ergonomic
Psychological
Safety- Physical injury:
Health
Occupational diseaseor ill-health:
RRC Training
Employees
Maintenancestaff
Cleaners
Contractors
Visitors
Membersof thepublic
(also trespassers)
Identify the People at Risk
RRC Training
Qualitative(based on
opinion)
Useswordsto describe
likelihood and severity,
e.g. high, medium, low,
etc.
Semi-Quantitative
Useswordsandnumbers
to describelikelihood and
severity.
The Risk Evaluation can be:
Evaluate the Risk
Likelihood Severity
1=extremelyunlikely 1=veryminor
2=unlikely 2=first-aidinjury
3=possible 3=lost timeinjury
4=likely 4=hospital treatment
5=veryprobable 5=disablinginjury
RRC Training
State the name/competence of assessor
Identify significant hazards and risks
Identify persons at risk
Workers and others e.g. visitors and vulnerable
Evaluate current controls
Identify additional controls
Enable employer to prioritise controls
Appropriate to nature of work
Proportionate to risks
State time period valid
Suitable and Sufficient
Risk Assessment
26
RRC Training
Risk Assessment Matrix
RRC Training
Advantages of semi-quantitative risk evaluation:
Clarityof thinking
Consistency of approach
Prioritisation
Timescale
Semi-Quantitative Risk Evaluation
Risk Rating Action and Timescales
15and above Unacceptable
9to 14 Tolerable
5to 8 Tolerable(must bereduced to
below 5)
4 or below Acceptable
General Control Hierarchy
Eliminatethehazard
Reduceor substitutethehazard
Isolate(peoplefromthehazard/ thehazardfrompeople)
Isolation, total enclosure, separation, segregation, partial
enclosure, safetydevices
Control exposure(safeconditions, engineering, procedures safe

systemsof work, reducedexposure, reducedtimeof exposure,
dose, information, instruction, trainingandsupervision)
Personal protectiveequipment
Discipline(SSOW, training, supervision, enforcement)

ERI C PreventsDeath(ERICPD)
RRC Training
High risk =high priority actions
Low risk =low priority
BUT risk and timescale are not the same:
Low cost, easy actions should be done
even if low priority
Mediumpriority still needs rapid action
Priorities and Timescales
Task Analysis
analysesjobcomponentsbefore
the jobstarts
Legislation
standards, guidancedocuments
Manufacturers' Information
safeuse, maintenance, cleaning
Incident Data
accidents, near-misses, ill-health
Hazard Identification
RRC Training
Task Analysis
S
elect the task
R
ecord the stages of the task
E
valuate risks associated with each stage
D
evelop the safe workingmethod
I
mplement the safe workingmethod
M
onitor to ensure effectiveness
27
RRC Training
Under18(national law)
Lackof experience
Physical andmental maturity
Poor riskperception
Influencedbypeer group
Eager
Control measures:
prohibit certainhighriskactivities, e.g. high
riskmachinery
restrict workpatternsandhours,e.g. no
overtime
trainandsupervise
YoungPersons
Hazards:
Certainchemicals,e.g. lead
Certainbiological agents, e.g. rubellavirus
Manual handling
Temperatureextremes
Wholebodyvibration
Ionisingradiation
Night shifts
Stress
Violence
Pregnant women
Identify:
Healthandfitnesscriteriafor somejobs
e.g. eyesight requirementstodrive
forklift trucks
Workers withknowndisabilities
What aretheimplicationsof their
disability?
DisabledPersons
Workersespeciallyvulnerable
andmoreat risk:
Of violence
e.g. prisonofficer,mental
healthnurse
If theyareinjuredor ill
e.g. confinedspaceentry
Vulnerable Groups
LoneWorkers
Q) I dentify EI GHT possible health and safety hazards relevant
to the role of a long distance delivery driver. (8)
Revision Questions:
RRC Training
Typical content:
Activity/area assessedand
hazards
Groupsat risk
Evaluationof risksandadequacy
of existingcontrol measures
Further precautionsneeded
Dateandnameof
competent person
Reviewdate
Record Significant Findings
RRC Training
Significant changein:
Process
Substances
Equipment
Workplace environment
Personnel
Law
Ifitisnolonger valid
Accident
Near miss
I ll-health
Periodicallye.g. annually
Review and update
RRC Training
Risk Assessment
Q) Identify the stages of a risk assessment. (4)
RRC Training
Avoid risks
Evaluaterisks which cannot beavoided
Control hazardsat source
Adapt workto suit theindividual
Adapt to technical progress
Replacedangerouswith less/non dangerous
Coherent/overall prevention policy
Givepriority to collective protectivemeasures
Giveappropriateinstructionsto employees
General Principles of Prevention
28
Collective protective
measures Protect the whole
workplace and everyone in it
Safe place
Design, selection and engineering
of premises, plant, machinery,
equipment, processes and
substances
Safe person
Competence of workers who
have received adequate information,
instruction and training and follow
safe
systems of work
Safe Place/Safe Person
Technical
Procedural
Behavioural
RRC Training
Controls can be further classified as:
Technical
Equipment and engineered solutions
Procedural
Safe systems of work, procedures, permits
Behavioural
Training, awareness, competence
Technical, Procedural and
Behavioural Controls
Personal Protective Equipment (PPE)
Personal ProtectiveEquipment Regulations1992
Supply suitable PPE:
appropriatefor risk
ergonomic
fits
doesnt increase overall risk
complies withstandards
Ensurecompatibility of items
Suitablestorage
Information, instruction and training
Enforceuse of PPE
Replaceor repair damaged or lost items
Personal Protective Equipment (PPE)
Benefits of PPE Limitations of PPE
Interimcontrol
Somesituations
only control
option
Emergencyback
up
Cheap (short
term)
Immediate
protection
Doesnt removehazard
Onlyprotects thewearer
Requiresgood fit
Relieson wearer
Requirestraining
Uncomfortable
Mayincrease overall risk
Incompatibility
Unpopular so often unworn
Fails to danger
No good if wronglyselected
Contamination
Expensivelongterm
Internal
Accident records
Medical records
Risk assessments
Maintenance reports
Safetyinspections
Audit reports
Safetycommittee
minutes
External
National legislation
Safety data sheets
Codes of practice
Guidance notes
Operatinginstructions
Trade associations
Safety publications
RRC Training
Written procedures:
Ensure consistency
Provides a basis for training
Establishes a standard (can be checked)
Provide a written record for incident
investigations/regulatory inspections
Can be in many forms
Checklists
Short notes
Detailed manuals
Written Procedures
29
RRC Training
Safe systemof work will contain:
Technical controls
thingsandstuff
Equipment provided/engineeringcontrols
Procedural controls
Oftenexplain the correct useof technical
controls
Behavioural controls
How theworkers behave
Trainingandsupervision
Technical, Procedural and
Behavioural Controls
RRC Training
People competence, ability
Equipment plant, equipment, PPE
Materials substances, articles, waste
Environment space, lighting, heating
DevelopingSSoW -PEME
RRC Training
DevelopingSafe Systems of Work
RRC Training
Step 1 park the car in a safe location
Step 2 remove equipment fromboot
Step 3 loosen wheel nuts
Step 4 jack up car
Step 5 remove wheel nuts
Step 6 replace wheel and wheel nuts
Step 7 - lower car, remove jack
Step 8 tighten wheel nuts
Step 9 - replace equipment in boot
Worked example The Steps In
Changinga Wheel
RRC Training
Often most difficult stage!
Consultation and engagement helps
gain buy-in from workers
Allow concerns to be raised and
addressed during development
ImplementingControls
RRC Training
Information, Instruction, Training and
Supervision (IITS)!
May need detailed trainingin the SSoW
Must monitor to ensure:
SSoW is beingapplied correctly
SSoW is as safe as was intended!
Instruction, Trainingand Monitoring
30
RRC Training
Confined spaces
Lone working
Travellingabroad
Describe a specific examplesof a SSoWandthe
controlsyou wouldput inplace.
UsingPEME
principles,
what should
beincludedin
aSSWfor
each?
Enclosed in nature (ventilation will be
restricted and access/ egress may be difficult)
One or more foreseeable specified risks exist
Fire or explosion
Loss of consciousness fromgas, fumes, vapour,
lack of oxygen
Drowning
Asphyxiation from free flowing solid
Loss of consciousness fromtemperature
Confined Space
RRC Training
Do not work inside a confined space if possible
Carry out a risk assessment
Develop safe systemof work
Emergency arrangements
Permit-to-work
Trained personnel
Confined Space Control Measures
Safe Systemof Work for Confined Spaces
Supervision
Competency
Communication
Atmospheric
testing/monitoring
Ventilation
Removal of residues
Isolation, lockoff of in-
feeds and out-feeds
Isolation, lockoff of
electrical/mechanical
hazards
PPE
Access/egress
Fireprevention
Lighting
Suitability of individuals
Emergency/rescue
procedures
RRC Training
Risk assessment by competent person
Controls implemented (already
covered)
Safe systemof work
Confined Spaces
Workers who are separated fromtheir
work colleagues
Lack assistance if things go wrong
Communication with colleagues more
difficult, i.e.
out of eyesight
out of earshot
Lone Workers
31
RRC Training
Maintenance workers
Service engineers e.g. gas, appliance
Garage forecourt attendants
Trainers / tutors
Security guards
Receptionists (sometimes)
Social workers/carers
Health visitors/district nurses
Painters/decorators
Sales representatives (on the road)
Lone WorkingExamples
RRC Training
No loneworkingfor high riskactivities, e.g. confined
spaces
Remotesupervision
Loggingworkers locations
Mobilephonesor radios
Loneworker alarmsystems
Proceduresfor loneworkers
Trainingfor workers
Safe Systemof Work for Lone Working
RRC Training
Not the same as a holiday!
Brings additional hazards
Risks when travelling related to
Security
Health
Workers may also be lone workers
Some areas are not recommended for
travel see local websites e.gFCO at
http://www.fco.gov.uk/en/travel-and-living-
abroad/travel-advice-by-country/
Workingand TravellingAbroad
RRC Training
Employershaveadutyto workerswhomthey sendto
work abroad andshould provide:
Pre- andpost-visit briefings
Insurance
Healthadviceandvaccinations
Financial arrangements
Securitytrainingandadvice
Cultural requirements advice
Accommodation
In-countrytravel
24-hour contacts
WorkingAbroad
RRC Training
A formal, documented safetyprocedure, forming
part of a safe systemof work
Typical applications:
Hot work (involving naked flames
or creation of ignition sources)
High voltage electrical systems
Confined space
Operational pipelines
Excavation near buried services
Complex machinery
Working at height
Permit-to-Work System
Consists of 4 elements:
1. Issue
2. Receipt
3. Clearance/return to service
4. Cancellation
May also be an extension
Permit-to-Work
32
RRC Training
Issue Pre Job Checks
Description of work to be carried out
Description of plant and location
Assessment of hazards
Identification of controls
Additional permitse.g. hot work
Isolation of services
PPE
Emergencyprocedures
RRC Training
Receipt handover of permit
Competent and authorised person issues
permit to workers
Workers sign to say they accept controls
Work can now start
Plant is now under the control of the
workers
RRC Training
Clearance hand back of permit
Workers sign to say they have left the job
site and equipment can restart.
Cancellation
Authorised person accepts plant back and
can remove isolations etc.
Plant is now returned to the control of
the site
RRC Training
Poorly implemented
permits are useless
Piper Alpha disaster was
the failure of a permit to
work system
People must be trained
in use
Permits never issued
froma desk
Systemmust be
monitored
Importance of Permit Control
Government Licencev1.0
(http://www.nationalarchives.gov.uk/
doc/open-government-licence/):
RRC Training
Remove flammable materials
Fire retardant blankets/screens
Floor swept of debris
Floors damped down if necessary
Fire extinguishers at hand
Fire watcher present
Post work checks to ensure
no smouldering embers
Hot Work Controls
RRC Training
Work must be justified
Not possible to work dead
Precautions in place
Workers are competent
Work on Live Electrical Systems
33
RRC Training
Work is carefully planned and
controlled
May be several people working
Hazards are communicated
Services are isolated and locked off
Stored energy is released
Workers are competent
Machinery Maintenance
RRC Training
Avoidance if possible
Prevention of falls by using
safe platformwith adequate edge
protection
Minimise distance and consequence of
fall
PPEand fall arrest devices
Weather conditions considered
Wind, ice/snow
Work at Height
www.safetyiss.com
HealthandSafetyManagement Systems (HSMS)
Measurement, Audit andReview
Active vs Reactive Monitoring
Auditing OSHMs
Incident Investigations
Recording and Reporting Incidents
OHSMs Performance reviews
RRC Training
FOCUSQUESTIONS
Outlinethe principles, purposeand roleof activeand
reactivemonitoring
Explainthe purposeof, andproceduresfor, health and
safety auditing
Explainthe purposeof, andproceduresfor, investigating
incidents(accidents, casesof work-related ill-health and
other occurrences)
Describethe legal and organisational requirementsfor
recordingand reportingincidents
Explainthe purposeof and, proceduresfor, regular
reviewsof health and safety performance
RRC Training
Active and Reactive Monitoring
Active
Lookingat control measures to
see if they are correct and beingused before
accidents, etc. arecaused
Measures progress
Reactive
Usingaccident, incident and
ill-health datato highlight areas
of concern
Measures failure
What is the difference between Active and Reactive monitoring?
RRC Training
Dealingwith things that went
wrong!
Accidents, incidents, ill-health,
other unwanted events and
situations
highlights areas of concern
things that have already gone
wrong
measures failure
2 methods
lessonsfromonespecificevent, e.g.
an accident
datacollected over aperiod
Reactive Monitoring
34
RRC Training
Systematic Inspections
Observation Plant
Premises
Machinery
Vehicles
Workplace
Environment
Interviewing People Workingmethods
Behaviour
Examination Procedures Safesystems
Methodstatements
Permits-to-work
RRC Training
SafetyInspection
Examinationof workplace, statutory inspection, plant
and machinery, pre-usechecks
SafetySampling
Representativesampleto judgecompliance
Less time-consuming
SafetySurvey
Detailed examinationof oneissue, topic
SafetyTour
Highprofileinspection by managers
Can beused to observebehaviourstoo
Safety Inspections, Sampling,
Surveys and Tours
RRC Training
Performance Standards
Conformance/non-conformance with
standards:
Number and quality of riskassessments
Health and safety trainingto schedule
Consultative committee meetingsto
schedule
Workplace inspectionsto schedule
RRC Training
Factors to consider:
Type of inspection
Frequency of inspection
Allocation of responsibilities
Competence of the inspector
Objectivity of inspector
Use of checklists
Action planningfor problems
found
Trainingfor inspectors
Workplace Inspections
RRC Training
Typical topics:
Fire safety
Housekeeping
Environment issues
Traffic routes
Chemical safety
Machinery safety
Electrical safety
Welfare facilities
Workplace Inspections
What topics could be considered in a general workplace inspection?
RRC Training
Bank head office:
Purpose monitor H&Sstandards
Frequency monthly
Personsresponsible managers at different
levels
Competence one day course
Inspectionchecklist general checklist,
tailored if required
Follow uparrangements an action plan
Example Inspection System
35
RRC Training
Use of Checklists
Advantages
Ensures all
points covered
Consistent
approach
Formof written
record
Disadvantages
May ignore items
not on checklist
RRC Training
Other Standards
Health Surveillance
Monitoringworker health - aproactivemeasure
Shows effectivenessof controls
Benchmarking
Comparison to other organisations
Can comparebetween sectors
In groups, list the topic headings that should
be included on an inspection checklist for
use in your workplace.
Design a rough format for the inspection
checksheet.
RRC Training
Allocation of Responsibilities
Inspections must follow through into
action.
Action required Responsible
person
Date Due
Repair damaged
fire extinguisher
bracket
Maintenance
technician
By 15
th
J uly 2011
RRC Training
Style formal, freeof jargonor slang, factual, persuasive,
clear, concise
Structure executivesummary, introduction, main body,
recommendations, conclusions
Content significant findings, evidence of findings
Justifiedrecommendations moral, legal, economic
arguments, action plan
Effective Report Writing
Recommendedaction Priority Timescale Responsible
Person
Tidytheoffice Medium 1week Office
Supervisor
RRC Training
Data collected and reported about:
Accidents
Dangerous occurrences
Near-misses
Ill-health cases
Worker complaints
Enforcement action
Assist in analysing
Trends events over a period of time
Patterns hot spots of certain types, e.g. injury
Statistics
36
RRC Training
Group Discussion Point
An organisation has 2 sites carrying out
similar operations
Company A has 300 workers and has had 10
accidents
Company Bhas 150 workers and has had 5
accidents
Which has the better safety
performance?
RRC Training
Accident Incidence Rate (AIR)
'accidents per 1000 workers'
Accident Rate
AIR=
Number of accidents duringa
specificperiod 1000
Averagenumber of workers
duringthesameperiod
RRC Training
Use of Statistics
Potential issues
Data may be manipulated
Incidents may go unreported
Sudden increase in reportingof incidents can
suggest a decrease in performance
Could be due to improved reporting.
RRC Training
Other Reactive Measures
Enforcement actions
Often required duringpre-tender
qualifications
Civil claims
Total cost of claims can be calculated
May be affected by:
Advertisingcampaigns
Dissatisfaction with organisation
Q)Identify FOUR types of health and safety
information that could be displayed on a notice
board within a workplace. (4)
Q) Identify FOUR active monitoring methods (4)
Q) Explain Four reactive monitoring methods. (4)
Revision Questions:
RRC Training
End of Section Quiz
1. What is meant by active monitoring?
2. What is meant by reactive
monitoring?
3. Give examples of active monitoring
techniques
4. What topics could be considered in
a general workplace inspection?
5. What are accident rates used for?
37
www.safetyiss.com
Unit IGC 1
Element 5.2
Health and Safety Auditing
RRC Training
Auditingis the:
systematic
objective
critical evaluation
of an organisations health and safety
management system
Health and Safety Audits
Define Auditing.
RRC Training
What is the difference between an audit
and an inspection?
Group Discussion Point
RRC Training
Distinction Between Audit and Inspection
Audit
Examines documents
Examines procedures
Interviewsworkers
Verifiesstandards
Checkstheworkplace
Can bealongprocess
Usuallyexpensive
Requiresahigh level of
competence
Inspection
Checkstheworkplace
Checksrecords
Usuallyquick
Lower cost
May only require
basic competence
Part of an audit
What is the difference between an audit and a
workplace inspection?
RRC Training
The followingshould be defined:
Timescales
Scope of the audit
Area and extent of the audit
Who will be required
What documentation will be required
Auditor competence
Time and resources for auditors
Pre Audit Preparations
RRC Training
Auditors use three methods to gather information:
Paperwork - documentsand records
Interviews - managersandworkers
Observation - workplace, equipment, activitiesand
behaviour
Duringthe Audit
38
RRC Training
Typical informationexamined duringanaudit:
Healthandsafetypolicy
Riskassessments
Trainingrecords
Minutesof safetycommittee meetings
Maintenance records
Recordof monitoringactivities
Accident investigation reportsanddata
Inspectionreportsfrominsurancecompanies
Regulator visitors
Worker complaints
Documents
Identify the written information that is likely to be
examined during a health and safety audit. (8)
RRC Training
The End of the Audit
Verbal feedback session
To managers
Highlights of the audit
Written Report to Management
Findings
Recommendations
Priorities and timescales
RRC Training
The organisation
External authorities:
enforcement agencies
insurance companies
accreditation centre's (OHSAS18001, etc.)
It is the responsibility of management at all
levelsto ensure recommendations for
improvement are communicated and
implemented
Responsibility for the Audit
RRC Training
Discuss the advantages and disadvantages
of an external and an internal audit
Whole Group Exercise
RRC Training
External Audits
Advantages Disadvantages
External
Audits
Independent of any
internal influence
Freshpair of eyes
Mayhavewider
experienced at
auditing
Experience of different
typesof workplace
Recommendations
oftencarrymore
weight
Upto datewithlaw
Moreabletobe
critical
Expensive
Timeconsuming
Maynot understandthe
businesssomake
impractical suggestions
Mayintimidateworkersso
get incomplete evidence
RRC Training
Advantages Disadvantages
Internal
Audits
Lessexpensive
Auditors arealready
familiar withthe
workplaceandwhat is
practicable
Canseechangessincelast
audit
Improvesownershipof
issuesfound
Buildscompetence
internally
Workplacemoreat ease
Familiaritywith
workplaceandindividuals
Auditorsmaynot notice
certainissues
Auditorsmaynot have
goodknowledge of
industryor legal
standards
Auditorsmaynot
possessauditingskills so
mayneedtraining
Auditorsarenot
independent somaybe
subject to internal
influence
Internal Audits
39
RRC Training
CorrectingNon-Conformities
Major non-conformance
Significant issue, needs urgent action
Minor non-conformance
Less serious issue, unlikely to result in injury or
failure of management system
Observations
Opinion given byauditor
RRC Training
End of Section Quiz
1. Define auditing.
2. What is the difference between an
audit and a workplace inspection?
3. What types of information might be
examined during an audit?
www.safetyiss.com
Unit IGC 1
Element 5.3
InvestigatingIncidents
RRC Training
Identifythe causes
Prevent recurrence
Collect evidence
Legal reasons
Insurance purposes
Staff morale
Disciplinary purposes
To update risk assessments
Discover trends
Incident Investigations
Why should an organisation carry out reviews of
health and safety performance?
RRC Training
Near-miss
An unplanned, unwanted event that had the potential to
lead to injury, damageor lossbut did not
Accident
An unplanned, unwanted event which leadsto injury,
damageor loss
Injury accident - wheretheunplanned, unwanted
event leadsto some sort of personal injury,
e.g. acut hand
Damage onlyaccident - wheretheunplanned,
unwanted event leadsto equipment or property
damagebut not personal injury,
e.g. awall isdemolished
Types of Incidents
A specified event that has to be
reported to the relevant authority by
statute law,
e.g. a major gas leak
Ill-health
A disease or medical condition that is
directly attributable to work,
e.g. dermatitis as a result of exposure to
skin irritants
Types of Incidents
40
RRC Training
Level of Investigation
Minor incidents
Investigated byline manager
Major incidents, more complex events or
incidents with high potential
Investigated bya team
Safetyspecialist
Senior Manager
Technical specialist
Worker representative
Whole Group Activity
Discuss the first thing you should do
when arriving at an accident scene
and then the later steps
Consider what type of equipment you
may need to assist you
Safetyofthescene
Is the area safe to approach?
Is immediate action needed to eliminate danger
before casualties are approached?
Casualtycare
First-aid treatment
Hospitalisation
Also consider that
bystanders
may be in shock
Basic Investigation Procedure
RRC Training
Basic Investigation Procedure
Step 1
Gather factual information
Step 2
Analyse the information and draw
conclusions
Step 3
Identifysuitable control measures
Step 4
Plan the remedial action
Securethescene
Identifywitnesses
Collect factual
information
Photo/sketch
Measurements
Notes
Mark up plans
Samples
Interviewwitnesses
Examinedocuments
Step 1 -GatheringInformation
Quiet room, no distractions
Establish a rapport
Explain the purpose, not about blame
Use open questions, e.g. Who? What? Where?
When? Why? How?
Keep an open mind
Take notes
Ask for a written statement
Thank the witness
Witness Interview Technique
41
Site plans
Company health and safety policy
Risk assessments
Training records
Safe systems of work
Permits-to-work
Maintenance records
Previous accident reports
Sickness records
Document Examination
Immediate Causes:
Unsafe acts
Unsafe conditions
Underlying or Root Causes:
Reasons behind the immediate causes
Often failures in the management system
No supervision
No PPE provided
No training
No maintenance
No checking or inspections
Inadequate or no risk assessments
Step 2 AnalysingInformation
RRC Training
Forklift Truck Accident
ImmediateCauses:
Failureto securethepallet
Poor positioningof thetruckclosetothepedestrianexit
Aggressive brakingbythedriver
Inattentivepedestriansteps intothepathof theforklift truck
Underlyingor Root Causes:
No trainingfor thedriver
Lackof segregationof vehicles andpedestrians
Poor driver induction
Poor truckmaintenance
No refresher training
A worker is struck by a load being carried on a pallet by a forklift truck.
Outline possible immediate and underlying causes of the accident.
RRC Training
For Immediate Causes
Cleanup thespill
Replacethe missingguard
Relocatethetrailingcable
For Underlyingor Root Causes
Moredifficult
Needto makechanges
inmanagement system
Step 3 IdentifyingSuitable Control
Measures
RRC Training
Dangerous conditions must be dealt with
immediately
Interimactions maybe possible
Underlyingcauses will require more complex
actions
will taketime, effort, disruption, money
need for prioritisation
Step 4 Plan the Remedial Actions
Recommendedaction Priority Timescale Responsible
Introduceinduction
trainingforall newFLT
drivers
Medium 1month Warehouse
Manager
RRC Training
End of Section Quiz
1. What are the main reasons for reporting an
incident?
2. What are the main reasons for
investigating an incident?
3. Who might investigate a minor injury to a
worker which had no real potential to be
worse?
4. Who might a major incident be
investigated?
5. What are the 4 key steps in incident
investigation?
42
www.safetyiss.com
Unit IGC 1
Element 5.4
Reporting and Recording Incidents
RRC Training
Reasons for reportingincidents:
To trigger the provision of first aid
Preserve accident scene
Enable investigations to be carried out to
prevent recurrence
Legal requirement to report some incidents
Record for civil claims
Internal Incident Reporting
What are themain reasons for reporting an incident?
RRC Training
What sort of things are likely to hinder
good accident and near-miss reporting?
What can an organisation do to make it
more likely that incidents will be reported?
What sort of things are likely to hinder good accident and near-miss
reporting?
RRC Training
Unclear organisational policy
No reportingsystemin place
Cultureof not reporting(peer pressure)
Overly-complicated reportingprocedures
Excessive paperwork
Takes too much time
Blame culture
Apathy poor management response
Concern over impact on organisation/individuals
Reluctance to receive first aid
Barriers to Reporting
What sort of things are likely to hinder good accident and near-miss
reporting?
RRC Training
Accident Record Contents
Nameandaddressof casualty
Dateand timeof accident
Location of accident
Detailsof injury
Detailsof treatment given
Descriptionof event causinginjury
Detailsof anyequipment or substancesinvolved
Witnesses namesand contact details
Details of person completingtherecord
Signatures
Aworker is struck by a load being carried on a pallet by a forklift truck.
Outline possible immediate and underlying causes of the accident.
Will depend upon the severity:
Internal and External Incident
Reporting
Internal External
Directors
Senior managers
Human resources
managers
Health, Safety
Environmental Advisors
Worker representatives
Family of thecasualty
External authorities
Insurance companies
Publicrelationsadvisors
43
RRC Training
Externally Reportable Events
Some incidents need to be reported
to regulator by law, e.g.
Fatality
Major injury
Disease
Lost time injuries
Data Collection & Analysis
Analysis of data:
What isthetrend in accident/incidencerateover the
past 5years?
What arethemost common typesof accident?
What arethemost common typesof injury?
Between what timesof thedaydo most accidents
occur?
Which part of thebodyis most frequentlyinjured?
Which department hasthehighest accident rate?
What istheaccident ratetrend for aparticular part of
the organisation?
Wheredo most accidentsoccur in theworkplace?
RRC Training
Lessons Learnt
Action taken as a result of incident
Published internally as lessons
learned
Shows company commitment to improving
Allows improvements to be made
Maintain confidentiality!
RRC Training
End of Section Quiz
1. Why might an employee not report
an incident?
2. What are the typical contents of an
internal incident report form?
3. Why is incident data collected?
www.safetyiss.com
Unit IGC 1
Element 5.5
Review of Health and Safety
Performance
RRC Training
Levels of Review
Full management system review
By the board, annually
Management team review
Every quarter, feeds to full review
Departmental review
Monthly, by line manager to ensure on
track
44
Reasons for HavingRegular Reviews
Are we on target?
If not, why not?
What do we have to change
to continually improve?
Essential part of management system
Requirement of ISO certification
Whole Group Exercise
What measurements of health and safety
performance should be included in the annual
review?
RRC Training
Performance Indicators
Compliance with legal and organisational
requirements, new developments
Accident and incident data + corrective actions
I nspections, surveys, tours, sampling
Absence and sickness data
Quality assurance reports
Audit reports
Monitoring data/records
External communications and complaints
Consultation results
Achievement of objectives
Enforcement action
Actions fromprevious management reviews
RRC Training
Outputs from Review
Management reports
Minutes circulated
Records maintained
Actions closed out
Annual report to shareholders
For some organisations
Continual Improvement
RRC Training
Continuous Improvement
Review evaluates performance against
standards
Actiontakenasaresult to improve
Board/ Senior managers
Set targetsasaresult of review/amendpolicy
Middle Managers
Review performance
Set targetsfor their area
J unior Managers
Review local performance
Set targetsfor their area
RRC Training
End of Section Quiz
1. Why should an organisation carry
out reviews of health and safety
performance?
2. What should be considered in the
management review of health and
safety performance?
45
www.safetyiss.com
Q) Give (Define) the meaning of the term
ergonomics (3)
Q) I dentify the possible health effects that may
be caused by thepoor ergonomic design of display
screen equipment workstations. (3)
Q) I dentify the factors to be considered in an
ergonomic assessment of a display screen
equipment workstation. (14)
Revision Questions:
www.safetyiss.com
Absorbent mats and granules have been
used to soak up a chemical spillage.
Q) Outline the issues that will need to be considered in
relation to the handling, temporary storage and final
disposal of the waste material. (8)
Revision Questions:
Q) Identify the main hazards associated with
demolition work (8)
Revision Questions:
Q) Identify the main types of hazards that may
cause slips or trips at work (4)
Q) Identify control measures to reduce risk fromslip
and trip hazards in the workplace. (4)
Revision Questions:
Q) Outline the factors that may lead to unacceptable
levels of occupational stress amongst workers. (8)
Revision Questions:
www.safetyiss.com
A worker is manually loading boxes of
components onto metal shelves..
Q) Identify FOUR types
of injury that the
worker could suffer
while carrying out this
activity. (4)
Q) Identify factors in
relation to the task
that could increase
the risk of injury (4)
Revision Questions:
46
Q) Identify TWOforms of hazardous substances (2)
Q) Outline the personal hygiene controls to be followed to
reduce risk of ingestion of a hazardous substance. (6)
Revision Questions:
www.safetyiss.com
Summary and wrap-up
What else do I need to know.
Assessment Session expectations /
competency.
Feedback & reminders.
Evaluation - Check for understanding.
Remember Follow-up communication &
car-park questions.

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Discipline(SSOW, training, supervision, enforcement)

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