Element A6

Element A6

ORGANISATIONAL FACTORS

Internal influences

Depend on the maturity of the organisation

This maturity and how it is displayed =

The culture of the organisation

Positive / negative

Element A6

INTERNAL INFLUENCES

Finance

Provision of adequate finance is important

Must be used wisely

Risk ficussed approach to H+S

Priorities are resourced first

Without this = negative influence

Essential to plan H+S measures in advance

Element A6

INTERNAL INFLUENCES

Production targets

The setting targets / objectives is a positive way of

influencing the organisation

Provided they are realistic and achievable

Achievable = met in a safe and healthy manner

Not uncommon for employees and MGT to take risks

to achieve targets

Element A6

INTERNAL INFLUENCES

Trade Unions

Influence depends on views of members / reps

Reps who do both roles = diluted efforts on H+S

Stand alone H+S reps = more focussed and less

reactive

Reps training = influence through H+S knowledge

Element A6

INTERNAL INFLUENCES

Organisational goals

Set out in Policy Statement

Established to meet legal and moral obligations

SMART

Element A6

INTERNAL INFLUENCES

Culture

Value and beliefs of the organsiation

(Positive / negative influence)

Natural unconscious bias to production over H+S

Short term thinking / reactive approach

= strong negative influence

Element A6

INTERNAL INFLUENCES

Culture

Value and beliefs of the organsiation

(Positive / negative influence)

Considers issues in short / med / long term

Has strong planning and proactive approach

= strong positive influence

Element A6

EXTERNAL INFLUENCES

Depends on current status of the MGT

of H+S

3 broad stages

Young

Immature

Mature

Element A6

STATUS OF H+S MGT

Young

Driven by events that are occuring and pressure from

external authorities

Sees remedies as technical in nature

Operating at level 1

Element A6

STATUS OF H+S MGT

Immature

Driven by unplanned events, beginning to establish

systems in anticipation of events

Prevention systems = those req’d by law

R/A’s, procedural in nature

Operating at level 2

Element A6

STATUS OF H+S MGT

Mature

Considerable resources, active systems and practices

Observes opportunities for improvement

Preventative systems are behavioural in nature

Operating at level 3

Element A6

EXTERNAL INFLUENCES

Legislation

Past = tend to be punitive

Now = preventative action and self development

Influence = want to comply – prospect of punishment

Parliament

Decides what laws are approp.

2 way process – lobbying / cons. Etc = mod / delay of legislation

Enforcement Authorities

Influence organisation level of performance

Courts / Tribunals

After the event

Element A6

EXTERNAL INFLUENCES

Contracts

There are set STDS for H+S perf of suppliers / contractors

Clients / contractors

H+S req’s written into contract

Competent / aware of stds

TU’s

Through TUC – influence development of Regs / ACOPS

Insurance co’s

To minimise risks and control level of premium

Element A6

TYPES OF ORGANISATION

FORMAL

Hierarchical structure

(Org. Charts)

INFORMAL

Personal relationships

Verbal communications

Undermine established systems

Element A6

LARGE OR SMALL ORGANISATION

Small

Less formal

Less specific with auth / resp / accountability

Large

Number of layers of MGT

Communication more difficult

SNR MGT can be remote

Less involved and unaffected by H+S

Element A6

ROLE OF MGT

To complement policy of org.

Communicate with SNR MGT

Plan H+S into work activities

Work with tech staff

Monitor

Review

Improve work systems

Line MGT / H+S Pract

Established relationship

Pract

Report to SNR MGR not Prod MGR (Conflict)

Element A6

CONFLICTS

Difference between goals of Org and

Individuals

Workers

Taking risks

Makes life easier

Rewards for prod targets

Element A6

GOALS / NEEDS OF INDIVIDUAL

Achieve sense of involvement /

ownership

All play a part

POSITIVE CULTURE

COLLECTIVE COMMITMENT

Element A6

3RD

PARTY CONTROL

Contractors

Visitors

Trespassers

Public

Criminal law duties owed to 3rd

parties

HASAWA sections 3, 4, 7, 8

MHSWR regs 3, 8, 11, 12

Element A6

CONTRACTORS

Check list – “vetting”

Assessment of contractors

Competent / professional

Risk control

Proactive exercise

Consultation prior to commencement

Discuss H+S req’s and precautions

Workforce and 3rd parties

Element A6

CONTRACTORS

Use of owners equipment

Contractors expected to provide own equip. Must not

use owners equip without permission

Only use owners utilities with authority

Control of contractors

Liaison – daily basis

Access – sign in etc

PTW – ensures all risks / controls ID’d before work

Element A6

CONTRACTORS

Monitoring

Include in routine inspections

PPE etc

Reporting and Investigation

Report incidents to occupier

Review meetings

Regular

Element A6

CONTRACTORS

Completion Reports

Control of Risks

Client and contractor

Owe each other duty to control risk arising from their

activities

Element A6

CONTRACTORS

Risks associated with on-site

contractors

Plant and M/C

Noise

Fire protection – plan procedures

Dangerous substances / waste

PPE

Vehicles – internal policies – speed limits etc

Site Clearance – on completion of work

Element A6

VISITORS

Risks associated with visitors

Responsibility lies with whoever is in control of

premises

R/A

All types of visitor including trespassers

Office / driver unloading / clients

Foresee risk and implement controls

Element A6

CONSULTATION

Provides opportunity to comment on H+S

issues

Provides employer with insight into impact of

H+S issues

TWO WAY PROCESS

SRSC Regs

HSCER 96 – non union

Health and safety consultation with employees regs 1996

Element A6

CONSULTATION

NON UNION

Formal

HSECR 96

To consult in good time

Employees choice

Consult with Rep Of Employee Safety

RES

or

Directly with employer

Element A6

CONSULTATION

Informal

Discussion groups

Safety circles

Most affected groups

Dept meetings

Employee discussions

Element A6

BEHAVIOURAL ASPECTS - CONSULTATION

IF MGT view cons. on H+S a burden

= conflict

Consultation not a substitute to H+S

arrangements

Supplement

Element A6

BEHAVIOURAL ASPECTS - CONSULTATION

Employees

Can have negative impact

Getting back at MGT

Attitudes on both sides say great deal

about the culture

Element A6

CULTURE AND CLIMATE

Collection of

Attitudes

Values

Beliefs produce a culture

Positive

Negative

Neutral

Element A6

CULTURE AND CLIMATE

Style of MGT = crucial

Strong leadership and commitment to

H+S

If only interested in production

Negative culture will follow

Element A6

CULTURE AND CLIMATE

CLIMATE

Current position on H+S

Measured at intervals

H+S MGT has most influence on

behaviour

Individual will fit into culture and act

accordingly

TOP DOWN COMMITMENT

Element A6

CULTURE AND CLIMATE

Indicators of culture

Effective communication

Leadership and commitment

Equal priority

H+S / Production / Finance etc

Accident investigation and Near Miss Feedback

To employees

Consultation

Trust

Element A6

CULTURE AND CLIMATE

Climate assessment tools

HSE Climate Survey Tool (CST)

Perception survey

Findings of acc / inc investigation

Effectiveness of communications

Evidence of commitment at all levels

Measure achievement against STDs set

Audits

Promptly dealing with shortfalls

Element A6

CULTURE AND CLIMATE

Factors affecting culture

Positive

Promotes MGT and employee commitment

Top down

ID and set STDs

KPI’s

Achievable

Element A6

CULTURE AND CLIMATE

Factors affecting culture

Negative

Lack of top down

Organisational change

Upheaval

Resistance to change

Mistrust through poor communication

Mixed signals

Element A6