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SAFEQUALR I S K H E A L T H & S A F E T Y T R A I N I N G N E W S

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If you no longer wish to receive this newsletter please email [email protected]

RISK & Safety Management Services Ltd, The Tangent Business Hub, Weighbridge Road, Shirebrook, Mansfield, Nottingham, NG20 8RX

Tel: 0845 250 7329 Email: [email protected] Web: www.riskhealthandsafety.com

NEBOSH CoursesNEBOSH Construction

Certificate

NEBOSH Environmental

Certificate

NEBOSH Fire Certificate

NEBOSH General

Certificate

IOSH CoursesIOSH Managing Safely

IOSH Managing Safely in

Construction

IOSH Safety for Executives

and Directors

CITB CoursesCITB Achieving Behavioural

Change (ABC)

CITB Site Safety Awareness

CITB SMSTS Courses

CITB SMSTS Refresher

Courses

CITB SSSTS Courses

CITB SSSTS Refresher

Courses

www.riskhealthandsafety.com

Leading health & safety at workWhether you are a director of alarge organisation or smallbusiness, your obligations tohealth and safety are binding.Get it wrong and the best outcome could be the company bearsthe cost of an HSE intervention, and possibly a fine. Worst casescenario is that you would be prosecuted.

A guide to help you understand your responsibilitiesRISK has produced a guide and a series of articles outlining theobligations on directors, board members, business owners andorganisations of all sizes. It provides the knowledge todemonstrate good safety leadership and enables boardmembers, directors and senior management to understandcurrent health and safety legislation as well as the accountabilityfor the organisation, and as individuals.

The essential principles of health and safetyHealth and safety is an essential part of organisational strategy,decision-making processes and supply chain management. Thismeans strong and active leadership from the top down, makingyour health and safety visible, and demonstrating activecommitment within business decisions.

Developing a safe and healthy workplace makesgood business sense. Your employees will feel morevalued and visitors will be protected from harm.

Effective health and safety management systems result fromstrong leadershipIt’s likely to increase productivity and reduce the cost impact on yourbusiness of any downtime from employee injuries. Everyone has aduty to work safely and report hazards, but you still need to manageand coordinate the overall health and safety programme.

The safety plan is a project specific dynamic documentThe safety plan is project specific, it’s not a static document, it is subjectto review. The review time is always stipulated inside the plan. Thesafety plan helps identify hazards which could cause harm, draw outmeasures to manage the risk accompanying the hazard, allocateresponsibilities, and also plan emergency response in case of any failurein the safety management system.

The 9 Components of a Safety Plan

1

2

3

45

6

7

8

9

Policy

Planning

RiskProfiling

Organising

Implementingyour plan

MeasuringPerformance

Investigatingaccidents/incidents

/near misses

ReviewingPerformance

Learning Lessons

PLAN

DO

CHECK

ACT

The business case for developing aneffective safety culture

Once properly in place, however, it can be apowerful motivator that leads to big payoffs andthe groundwork for further corporate culture. Thegrowth of an effective safety culture is scientific,with stages and benchmarks for success. Itoccurs through the careful analysis of workobjectives, accident reporting, and process.

A safety culture needs to be more than a visionstatement and a zero-accident approachAt its core, workplace health and safety has fouressential parts:• Culture – the values, assumptions, norms and

everyday behaviours of an organisation’s people• Compliance – meeting mandated regulatory

standards• Risk Management – processes to better

identify risk and to control exposures• Governance – establishing controls by which

an organisation can validate and ensurecompliance standards and policies

To truly create lasting change, organisations mustcreate an environment in which safety is morethan just a box to be ticked but is an attitude thatmakes up the very foundation of the companyand is upheld by everyone from frontline workersto senior management.

Root out causes of unsafe behaviour and itwill reveal the corporate cultural issues youneed to addressThe causes of unsafe behaviour will reveal thegroundwork necessary for incident reduction.Employee motivation and behaviour is important,but it’s just as important to evaluate management.The decline of safety within an organisation canbe compared to an ecosystem losing balance—by the time numbers have visibly begun to shift,the cause of the problem already has a firm root.At this point, change is difficult. If incidents andinjuries have begun to occur, poor attitudes andbehaviour have already become commonplace,however, by observing and analysing to determinewhat causes these poor attitudes and behaviourswe can begin weeding them out.

Health, safety and environmental issuesbecome everyone’s responsibilityAn effective safety culture also translates to theresponsibility for health, safety and environmentalissues becoming firmly established as an integralpart of the line management function. Ratherthan being the sole domain of the safety officer,this means all levels of line management need topossess a much greater knowledge of how todevelop and implement high quality safetymanagement systems.

An effective safety culture can positively impact on your bottom line and

the productivity of your organisation. Establishing a culture of safety

within any organisation is a complex and difficult process.

Commit to safety. Get involved and inspire others

Board membersExecutive leadershipSupply chain partnersWorkplace leaders Involved workersContractors

Good leaders value safety and set a positive example

Management commitmentQuality communicationResponsibility & accountabilityResources & capabilityReward & recognitionInvolved employeesSafety as a priorityLeadership style

Build a safety culture through engagement

Values & beliefsRisk perceptionMotivationSafety knowledgeComplianceParticipation

Integrate safety into business practice

Relative prioritiesVisible commitmentPolicy/practice alignmentWorkplace practiceShared perception

SAFETYCULTURE

Safety leadershipat all levels

Drivers ofsafety climate

Demonstratingsafety leadership

Involve othersin safetypartnerships

The HSE’s move towards Plan,

Do, Check, Act achieves a

balance between the systems and

behavioural aspects of management.

It also treats health and safety management asan integral part of good managementgenerally, rather than as a stand-alone system.The Plan, Do, Check, Act cycle should not beseen as a once-and-for-all action.

You may need to go round the cyclemore than once, particularly when:■ starting out;■ developing a new process, product or

service; or■ implementing any change.

It should be part of the everyday process ofrunning an organisation and an integral partof workplace behaviours and attitudes.

Whatever your industry, or the size or natureof your organisation, the keys to effectivelymanaging for health and safety are:

■ leadership and management (includingappropriate business processes);

■ a trained/skilled workforce;■ an environment where people are trusted

and involved.

The HSE advocates that all of theseelements, underpinned by an understandingof the profile of risks the organisation createsor faces, are needed. A sustained andsystematic approach is necessary.

1

2

3

45

6

7

8

9

Policy

Planning

RiskProfiling

Organising




/near misses


Learning Lessons

PLAN

DO

CHECK

ACT

2

3

Planning

RiskProfiling

Organising

PLALAL N

DO

Your Health & Safety Planand how to continuouslyimprove it

www.riskhealthandsafety.com www.riskhealthandsafety.comTraining Venues at London Liverpool Nottingham

Health & Safety responsibilities of board members and business ownersIf you own a business or you are listed as aboard member, your Health & Safetyresponsibilities involve protecting the Health &Safety of employees or members of thepublic who may be affected by your activities.This is an essential part of risk managementand whether you are a director of a largeorganisation or small business, yourobligations to Health & Safety are binding.

Health & Safety in organisationalstrategy, decision-making processesand supply chain managementFailure to include Health & Safety as a keybusiness risk in board decisions can havecatastrophic results. Many high-profile safetycases over the years have been rooted infailures of leadership.

Health & Safety law duties oforganisations, employers and directorsHealth & Safety law places duties onorganisations and employers, and directorscan be personally liable when these dutiesare breached: members of the board haveboth collective and individual responsibilityfor Health & Safety.

By following this guidance, you will help yourorganisation find the best ways to lead andpromote Health & Safety, and therefore meetits legal obligations.

The starting points are the following essentialprinciples. These principles are intended tounderpin the actions in this guidance and solead to good Health & Safety performance.

The essential principles of Health & Safety■ Strong and active leadership from the top

- visible, active commitment from the board- establishing effective ‘downward’

communication systems andmanagement structures

- integration of good Health & Safetymanagement with business decisions

■ Worker involvement- engaging the workforce in the

promotion and achievement of safe andhealthy conditions

- effective ‘upward’ communication- providing high-quality training

■ Assessment and review■ identifying and managing Health & Safety risks■ accessing (and following) competent advice■ monitoring, reporting and reviewing

performance

Health & Safety responsibilitiesif you’re a Director specificallyresponsible for Health & SafetyThe director responsible for Health & Safetyis accountable to the managing director forall matters relating to health, safety andwelfare of employees and those affected bythe companies operations.

Health & Safety Director responsibilitiesinclude:1 Understand and ensure that the

implications and duties imposed by newActs of Parliament, Statutory Instruments,H.S.E. Guidance Notes and Codes ofPractice are brought to the attention ofthe Board of Directors.

2 To bring company related Health & Safetymatters to the attention of the Board ofDirectors at regular intervals.

3 To ensure that good communicationsexist between employer and employeesand are maintained.

4 To liaise with the person appointed in therole of safety manager over the full rangeof their duties and responsibilities, withrespect to inspections, audits, reportrecommendations, changes in legislationand advice obtained from other sources.

5 Ensure adequate means of distributingand communicating health, safety andwelfare information obtained for theH.S.E., Safety organisations and Tradeassociations regarding new techniques ofaccident prevention, new legislationrequirements and codes of practice etc.

6 Ensure that an adequate programme oftraining for Health & Safety is establishedand that the safety culture is encouragedamongst employees.

7 Set a personal example at all times byusing the correct personal protectiveclothing/equipment and following allsafety requirements and procedures.

Health & Safety responsibilitiesof Managers and Heads ofDepartmentEach manager/department head isresponsible for his personal safety and thatof all personnel under his or her authority,including others who may be affected by thecompany’s activities.

In particular they will:1 Understand and implement the company

safety policy.2 Appreciate the responsibilities of

personnel under their authority andensure that each employee knowshis/her responsibility and are equipped toplay their part.

3 Conduct Risk Assessments on activitieswithin their department ensuring that themethods and systems of work are safe.Also, that the necessary procedures,rules and regulations designed to achievethis are formulated, published andapplied.

4 Provide written instructions of workmethods outlining potential hazards andprecautions, and ensure they arecomplied with.

5 Ensure accident and near-miss reportingprocedures are understood and compliedwith, and assist with accidentinvestigations where appropriate.

6 Ensure all employees and sub-contractors are suitablytrained/competent to carry out theprescribed task and that the necessarylicenses/certificates of competence are inforce and appropriate.

7 Ensure the Statutory Notices, the SafetyPolicy, Insurance Certificate and thenames of Appointed First Aiders aredisplayed and maintained in prominentlocations.

8 Ensure that all new employees in thecompany are provided with a copy of thepolicy statement, receive such inductiontraining as may be laid down inprocedures, are issued with personalprotective equipment as required andtheir personal responsibilities as set out inthis manual.

9 Reprimand any employee for failing todischarge their Health & Safetyresponsibilities.

10 Set a personal example with regard toHealth & Safety matters.

Health & Safety responsibilities of a Safety Manager

The primary role of the safety manager is to advise the directors and managers on all safety, health and welfare matters toensure the company complies with itsstatutory obligations.

The safety manager is designatedresponsibility by the director responsible forHealth & Safety to control and update thisSafety Manual and to ensure that alldepartments operate to the procedures andinstructions contained there:-

In particular the Safety Manager will:1 Understand the application of the Health

& Safety at Work, etc. Act 1974 andother legislation relevant to theCompanies business.

2 Keep up to date with changes in currentlegislation and to bring to the attention ofthe Director responsible for Health &Safety any relevant new legislation.

3 Attend such courses/seminars run byexternal sources to enable accurateinterpretation of legislation to enableimplementation within the organisation.

4 Ensure that all “assessments” as requiredby legislation are conducted andreviewed at relevant intervals and tomaintain records of the same.

5 To recommend control measures andadvise on the standard of P.P.E. issued toemployees.

6 Conduct Health & Safety inspections and prepare reports of all the company’s operations.

7 Immediately contact the directorresponsible for Health & Safety if situationsare found, that in the opinion of the safetymanager, require immediate rectification orthe stopping of any operation.

8 To notify the director responsible forHealth & Safety if the corrective actionagreed after any workplace inspection isnot implemented by the arranged date.

9 To carry out investigations into allaccidents and near-miss incidents and torecord the findings on the relevant forms.

10 Advise the company secretary of allincidents reportable under R.I.D.D.O.R.

11 To arrange health surveillance asinstructed.

12 To highlight areas where training/certification is required to meet thestandards imposed by legislation, approvedcodes of practice, or H.S.E. guidance.

13 To bring new techniques for improvinghealth, safety and welfare to the attention ofthe director responsible for Health & Safety.

14 To set a personal example by wearingappropriate personal protectiveclothing/equipment and observing allsafety requirements/procedures.

Do you understand the Health & Safetyresponsibilities on you?

L e a d i n g h e a l t h a n d s a f e t y a t w o r k

SafetyManager

Board Members

and BusinessOwners

DirectorResponsible for Heath &

Safety

Managers/Heads of

DepartmentBoard Members and Business

Owners

Managing Director

SafetyManager

Managers/Heads of

Department

DirectorResponsible forHeath & Safety

1

4

2

3

45

5

Health & Safety responsibilitiesof a Managing DirectorThe managing director is responsible for theoverall arrangements and for ensuring thatthe company’s operations are executed at alltimes in such a manner as to ensure, so faras is reasonably practicable, the health,safety and welfare of all employees andothers who may be affected by its operations.

Managing Director Health & Safetyresponsibilities include:1 Ensure there is an effective company

policy for Health & Safety and that allemployees, contractors and temporaryworkers are made aware of theirindividual responsibility.

2 To understand and ensure, through theappointment of competent persons, thatthe company’s responsibilities asemployers under the Health & Safety atWork etc. Act 1974 and any relevantActs of Parliament and StatutoryInstruments are met.

3 To appoint a director responsible forsafety.

4 To ensure that all directors and managersunderstand and fulfill their responsibilitieswith regard to Health & Safety.

5 Arrange for funds and facilities to meetthe requirements of company policy and legislation.

6 Make provision for adequate andappropriate training to be given to all employees.

7 To ensure that notification and reportingprocedures to the relevant statutoryauthorities are carried out.

8 Set a personal example on all matters ofHealth & Safety.

Managing Director

1 2 3

SAFEQUALR I S K H E A L T H & S A F E T Y T R A I N I N G N E W S

NEBOSH CoursesIOSH CoursesCITB Courses

If you no longer wish to receive this newsletter please email [email protected]

RISK & Safety Management Services Ltd, The Tangent Business Hub, Weighbridge Road, Shirebrook, Mansfield, Nottingham, NG20 8RX

Tel: 0845 250 7329 Email: [email protected] Web: www.riskhealthandsafety.com

NEBOSH CoursesNEBOSH Construction

Certificate

NEBOSH Environmental

Certificate

NEBOSH Fire Certificate

NEBOSH General

Certificate

IOSH CoursesIOSH Managing Safely

IOSH Managing Safely in

Construction

IOSH Safety for Executives

and Directors

CITB CoursesCITB Achieving Behavioural

Change (ABC)

CITB Site Safety Awareness

CITB SMSTS Courses

CITB SMSTS Refresher

Courses

CITB SSSTS Courses

CITB SSSTS Refresher

Courses

www.riskhealthandsafety.com

Leading health & safety at workWhether you are a director of alarge organisation or smallbusiness, your obligations tohealth and safety are binding.Get it wrong and the best outcome could be the company bearsthe cost of an HSE intervention, and possibly a fine. Worst casescenario is that you would be prosecuted.

A guide to help you understand your responsibilitiesRISK has produced a guide and a series of articles outlining theobligations on directors, board members, business owners andorganisations of all sizes. It provides the knowledge todemonstrate good safety leadership and enables boardmembers, directors and senior management to understandcurrent health and safety legislation as well as the accountabilityfor the organisation, and as individuals.

The essential principles of health and safetyHealth and safety is an essential part of organisational strategy,decision-making processes and supply chain management. Thismeans strong and active leadership from the top down, makingyour health and safety visible, and demonstrating activecommitment within business decisions.

Developing a safe and healthy workplace makesgood business sense. Your employees will feel morevalued and visitors will be protected from harm.

Effective health and safety management systems result fromstrong leadershipIt’s likely to increase productivity and reduce the cost impact on yourbusiness of any downtime from employee injuries. Everyone has aduty to work safely and report hazards, but you still need to manageand coordinate the overall health and safety programme.

The safety plan is a project specific dynamic documentThe safety plan is project specific, it’s not a static document, it is subjectto review. The review time is always stipulated inside the plan. Thesafety plan helps identify hazards which could cause harm, draw outmeasures to manage the risk accompanying the hazard, allocateresponsibilities, and also plan emergency response in case of any failurein the safety management system.

The 9 Components of a Safety Plan

1

2

3

45

6

7

8

9

Policy

Planning

RiskProfiling

Organising




/near misses


Learning Lessons

PLAN

DO

CHECK

ACT

The business case for developing aneffective safety culture

Once properly in place, however, it can be apowerful motivator that leads to big payoffs andthe groundwork for further corporate culture. Thegrowth of an effective safety culture is scientific,with stages and benchmarks for success. Itoccurs through the careful analysis of workobjectives, accident reporting, and process.

A safety culture needs to be more than a visionstatement and a zero-accident approachAt its core, workplace health and safety has fouressential parts:• Culture – the values, assumptions, norms and

everyday behaviours of an organisation’s people• Compliance – meeting mandated regulatory

standards• Risk Management – processes to better

identify risk and to control exposures• Governance – establishing controls by which

an organisation can validate and ensurecompliance standards and policies

To truly create lasting change, organisations mustcreate an environment in which safety is morethan just a box to be ticked but is an attitude thatmakes up the very foundation of the companyand is upheld by everyone from frontline workersto senior management.

Root out causes of unsafe behaviour and itwill reveal the corporate cultural issues youneed to addressThe causes of unsafe behaviour will reveal thegroundwork necessary for incident reduction.Employee motivation and behaviour is important,but it’s just as important to evaluate management.The decline of safety within an organisation canbe compared to an ecosystem losing balance—by the time numbers have visibly begun to shift,the cause of the problem already has a firm root.At this point, change is difficult. If incidents andinjuries have begun to occur, poor attitudes andbehaviour have already become commonplace,however, by observing and analysing to determinewhat causes these poor attitudes and behaviourswe can begin weeding them out.

Health, safety and environmental issuesbecome everyone’s responsibilityAn effective safety culture also translates to theresponsibility for health, safety and environmentalissues becoming firmly established as an integralpart of the line management function. Ratherthan being the sole domain of the safety officer,this means all levels of line management need topossess a much greater knowledge of how todevelop and implement high quality safetymanagement systems.

An effective safety culture can positively impact on your bottom line and

the productivity of your organisation. Establishing a culture of safety

within any organisation is a complex and difficult process.

Commit to safety. Get involved and inspire others

Board membersExecutive leadershipSupply chain partnersWorkplace leaders Involved workersContractors

Good leaders value safety and set a positive example

Management commitmentQuality communicationResponsibility & accountabilityResources & capabilityReward & recognitionInvolved employeesSafety as a priorityLeadership style

Build a safety culture through engagement

Values & beliefsRisk perceptionMotivationSafety knowledgeComplianceParticipation

Integrate safety into business practice

Relative prioritiesVisible commitmentPolicy/practice alignmentWorkplace practiceShared perception

SAFETYCULTURE

Safety leadershipat all levels

Drivers ofsafety climate

Demonstratingsafety leadership

Involve othersin safetypartnerships

The HSE’s move towards Plan,

Do, Check, Act achieves a

balance between the systems and

behavioural aspects of management.

It also treats health and safety management asan integral part of good managementgenerally, rather than as a stand-alone system.The Plan, Do, Check, Act cycle should not beseen as a once-and-for-all action.

You may need to go round the cyclemore than once, particularly when:■ starting out;■ developing a new process, product or

service; or■ implementing any change.

It should be part of the everyday process ofrunning an organisation and an integral partof workplace behaviours and attitudes.

Whatever your industry, or the size or natureof your organisation, the keys to effectivelymanaging for health and safety are:

■ leadership and management (includingappropriate business processes);

■ a trained/skilled workforce;■ an environment where people are trusted

and involved.

The HSE advocates that all of theseelements, underpinned by an understandingof the profile of risks the organisation createsor faces, are needed. A sustained andsystematic approach is necessary.

1

2

3

45

6

7

8

9

Policy

Planning

RiskProfiling

Organising




/near misses


Learning Lessons

PLAN

DO

CHECK

ACT

2

3

Planning

RiskProfiling

Organising

PLALAL N

DO

Your Health & Safety Planand how to continuouslyimprove it

nebosh courses the business case for developing an iosh ......nebosh courses iosh courses ... duty...

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