revision cards[1]
TRANSCRIPT
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Health & Safety atWork act etc 1974
Section 2
2.1 General duty to ensure so far asreasonable practicable thehealth & safety of employees
2.2a Provision & maintenance ofsafe plant & SSOW
2.2b Safe use, handling, storage andtransport of materials
2.2c Information, Instruction, Trainingand Supervision
2.2d Safe access and regress
2.2e Adequate safe facilities
2.3.3Policy
2.2.4/5 Safety rep
2.2.6Consultation with safety reps
2.2.7Establish committee ifrequested by 2 reps in writing
Section 3
Public contractor
Visitors disclosure of information
Section 4
Sharing workplace
Section 5
Emission
Section 6
Manufacturers
Section 7
Employee duty
Section 8
Employees not to interfere
Section 9
Charge for PPE
Section 33Not to obstruct inspector
Section 37
Prosecution of Director /Managers
Health & Safety at Work act etc 1974
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Whistle Blowing
Prescribed People
-Union Safety rep
-Employer
-H&S advisor
-Professional body
-HSE
Law = The Public InterestDisclosure act 1998
Employee good faith
Employees must havereasonable belief of oneor more of the following
Breach of legal obligation
A criminal offence
Miscarriage of justice
Danger to the H&S of anindividual
Danger to the environment
Protected disclosure
Whistle Blowing
Prescribed people
Employee good faith
Employeesprotectedagainst
-loss of job
-victimisation
-if job lost,case forunfairdismissal
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Domino Theory
Event 5
Effect - injury
Heinrich / Bird Loftus
Natural culmination of aseries of events leadsto a preventable injuryoccurring
Chain of events
Remove as to preventaccident
Event 1
Ancestry / social environment
Event 2
Fault of person
Domino Theory
Event 4
Accident
Event 3
Unsafe act or condition
Bird & Loftus developed Heinrich model to include management influence
Benefits
Structured accident investigation
Bird & Loftus version encourages the search for underlying causes
Limitations
Simplistic straight chain thinking
Heinrich model restricts the findings of underlying causes
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Compensation AmountsCompensation Amounts
Special known
Loss of earnings up to trial
Modifications of house
Travel expenses
Special care
Medical costs
Legal expenses
General not know
After care
Pain & Suffering
Impact upon family life
Loss of ability
Loss of quality of life
Loss of future earnings
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Reducing the risk of component failure
Reduce the risk of component failure
Burning in
Regular inspection
Monitoring of conductions ,e.g.. temp
Planned replacement
Information, e.g.. Life span
Component design
Collection of failure information
Introduction of parrelet systems
Standby systems
Planned preventative maintenance
Life Span
Failure mode analysis
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Factors that affect perception
Factors that affect perception Age
Experience
Physical ability
Personality
Attitude
Intelligence
Information received
Knowledge
Design & ergonomics
Knowledge & experience
Training
Senses
Environmental factors, e.g. noise
Drugs & alcohol
Fatigue e.g.. Shifts
Nature of hazard
Visual
Audio
Smell
Feel
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Gaining Workforce Commitment
Gaining Workforce Commitment
Training
Leading from the front
Finding out reasons for resistance
Consultation with employees
Use of step by step instructions
Setting out clearly the reasons and benefits of the proposed change
Produce positive feedback
Get everyone involved
Demonstrate weakness in existing system
Get their input
E.g. pilot schemes
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Accident InterviewTechniques
Accident Interview TechniquesPut person at ease
by explainingpurpose ofinvestigation
Take notes
May need to adjustlanguage forwitness
Interview person atthe scene ifpossible (propseasily available,help memory)
Invite witness to
haveaccompanyingpersonInterview ASAP
after the event
Careful Question Phrasing
What happened
What did you see
What times
Where
When
How
Who
Not why
Listen withoutinterruption
Repeat witnessaccount back tothem to check thatit is fullyunderstood
Finish interview on
a positive noteperhaps whatwitness thinks canbe done to improve
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Benefits of stayingwith HSG65
Benefits of staying with HSG65Existing system
may be workingwell
HSG65 is used by
the enforcingbodies
HSG65 wascreated to addressthe requirements ofReg5 MHSR99
Organisation couldbe exposed duringchange over
Cost of changeoverIncreased
paperwork
OHSAS model may be toosophisticated for smallercompanies
Audits aregenerally carriedout by health &safety specialist
No cost forcertificates /maintaincertification
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Consideration whendeveloping an audit
program
Consideration when developing an audit program
Applicable legislation Resource required
to audit
Training for auditor
Frequency ofaudits
Aspects to beaudited e.g..Elements ofHSG65
Time required
Scoring system
feedback
Monitoring systemsfor results
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Benefits ofOHSAS18001
Benefits of OHSAS18001
External regulation
e.g.. customer Customer demand
Recentlyaccredited to ISOstandard (2007)
Internationalrecognition
Externalassessment
More prescriptivesystem
Clearer standardfor benchmarking
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Benefits of
IntegratedManagement
Systems
Benefits of Integrated Management Systems
Team approach
Improved and/or equalculture for allstandards/disciplines
Reduction in costs
Combined audits
Less duplicates
Same format used
Combinedinformationsystems
Equal influence
Holistic approachto riskmanagement
Equal businesspriority
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Benefits of
SeparateManagement
Systems
Benefits of separate management systems
Existing systems
may work well One discipline mayrequire a morecomplex system tomeet business needs
Health & Safety /Environmentalhave a minimumlegal requirementPotential loss of
professionaldisciplines required
Customer demand
ISO/OHSASrequired
Complex auditing
Business exposureduring integrationperiod
Resistance tochange
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Multiple causation
Multiple causation
May be more use
than one underlyingcause
Not only if happens insequence
Thorough accidentinvestigationrequires all causeto be identified
Look at all factorsincluding culture,management
Failings usuallyinteract with eachother causingincident, can bemajor
Benefits
Thorough accident investigation
Identification of allunderlying causes includingeffects of managers andmanagement systems
Encourages the use of a moresystematic accident analysis suchas fault tree analysis
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HSWA 74 &Disabled personconsiderations
HSWA 74 & Disabled person considerations
Section 2
1. General duty H&Sof employees
Safe access andregress
Nature of disability
Adaptation ofSSOW to suit
Appropriate meansof training &providinginformation
Workplace circumstances
Safe plant
Reasonablypracticable measuresto ensure safe
Welfare provisions
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Disability
discrimination act &Disabled personconsiderations
Disability discrimination act 1995
Unlawful for employer to
discriminate against adisabled person when heemploys
Not to discriminateduring recruitment
Reasonableadjustments
Premises, access/egress, welfare
Emergencyprocedures
Considereffectiveness ofmodifications.
E.g. fire alarm
effectiveness
Equal promotion prospects
Workplace layout
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Vicarious Liability
Vicarious Liability
Breach of civil lawCases
Lister Vs Romford Ice& Cold Storage
Hudson Vs Ridgemanufacturing
(competent fellowemployees)
Tort of negligencecommitted byemployee
Defences
Volenti non fitinjuries
Contributorynegligence
Not acting withinscope ofemployment
Not employed
No injury orunforeseeable
Employers liability
insurance
Employee employed byemployer
Employee acting incourse ofemployment
Negligent actcause injury or lossto third party
Means to payclaimant
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Considerationswhen developing anear miss system
Near miss systems
Clearly definition of
near Miss Who will report nearmisses
Consultation withemployee
Building of a fairblame culture
Ease of reporting,clear, straightforward format
Training required
Provision ofinformation,instruction andtraining
Define reporting linesto ensure actions areimplemented
Positive feedbackfor reporters
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Purpose & Benefitsof near miss data
Purpose and Benefits of Near Miss Data
Near misses have
the potential tobecome an accident
Investigation of nearmisses and carrying out
improves/implementingpreventative measures
Data analysis canshow trends andreoccurring issues indicates areas toimprove
Helps to identifyinadequate SSOW
Identifiesinadequate training
Shows managementcommitment through
action follow up and feedback
Proactive approachto incidentmanagement
Identifies inadequatehealth and safetymanagement and/orelements of themanagement system
Identifiesopportunities forimprovements
Helps get everyoneinvolved in safety
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Control design
Design of controls
Keep number tominimum A change of system
state should onlyoccur after operationof a control
System restarts
should only occurafter operating acontrol
Operating a control shouldrequire a positive action bythe operator withimmediate effect
Labels & shape putto effective use
Controls should bekept next to thedisplay that givesthe reading of itsoutput
Stop controlsshould be easy toactivate
Arrange of controlsin sequence of use
Space betweeneach control
Easy to use e.g..Toggles / switches
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Display design
Design of Displays
Digital for quantative
information Direct relationbetween readout andcontrol
Lights used forstatus readings
VDUs to show
process overview
Correct number ofcontrols, too manywill overloadoperators
Dials with pointers toconvey qualative readings
Use of colours to giveclear indication of achange in state
Emergencydisplays should beclearly identifiable
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Characteristics Of APositive SafetyCulture
Characteristics Of A Positive Safety Culture
Open communication
between managersand shop floor Managementcommitment
Availability of fundsand resources
Strong participationby employees
Mutual trust
Leadership by managers
Good quality ofhealth and safetytraining
Potentially lowaccident rates
Reporting ofhazards byemployees
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Strategic role ofH&S profession
Strategic role of H&S profession
Policy development andsetting of objectives
Managing enforcingbodies
Formulating &developingelements of theH&S managementsystems
Auditing &identifying furtheropportunities forimprovement
Advising senior managers
Developing /agreeing plans forimprovement, shortand long term
Involvement inreactive monitoringe.g. accidentinvestigation
Ensuringorganisation islegally compliantand keeping up todate with legislationchanges
Developing stronggood safety culture
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Employer responsible fornegligent act of contract
vicarious liability
Employer responsible for negligent act of contract vicarious liability
Case: Mersey docks &harbour boardVs Coggins & Griffiths
Contractor undercontrol of employer
Contractor carryingact over whichemployer hascontrol
Employer authorisesnegligent act
Acting in course ofemployment
Act caused harm orloss to third party
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Requirement ofReg7 MHSR1999
Requirement of Reg7 MHSR1999Person competent toadvise
Appoint one or morepersons
Number of andtime availablesufficient for size,risk and riskdistribution of thecompany
Arrangements forcooperation if more thanone
Provision ofinformation onhealth & safetyissues to externallyappointed(consultant)
Preference is
internalappointment
Information ontemporary workers
Exemption forpartners if one ormore is competent
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Typical client /contract for workcarried out
Typical client / contract for work carried out
Contractor to maintainlegal compliance Provision of
competent persons
The requirementthat the contractorhas RAs,SSOW,MSs
Employer liabilityinsurance
The contractor /client suppliesappropriate welfare
Requirement toattend site H&Sinduction beforeworkers start workon site
Define safetyresponsibilitiesbetween client &contractor
Clients right to stopwork if unsafe
Clients right tomonitor safetystandards ofcontractors
Responsibilities foremergencyplanning
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Limitations of
measuring H&Sperformance by
accidents / incidents
Limitations of measuring H&S performanceby accidents / incidents
Does not reflect chronichealth issues May take long time for
data to provide trends
Data is a measureof failure notsuccess
Under reporting particularlywhen targets are set
Historicperformance cannot predict futureperformance
Data measureseffectiveness ofprevious safetymeasures not newmeasures
Accident data maybe small hence notbeing easy to seetrends
Absence of incidentdoes not meangood procedures inplace
Data is subject torandom fluctuation
Reactive
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Elements of legallyenforceablecontract
Contracts
An offer from one party& acceptance fromanother can be verbal orwritten The intention to create
legal relations
Parties involvedmust have legalcapacity to do soe.g.. adult
Legal considerations
Money
Undertaking work/tasks
Genuine consentgives the terms ofcontract e.g.. Nomisinterpretations
Not mentallyincapacitated at thetime of the contract
Contract must notbe to commit acrime
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HAZOP
HAZOP
Design stage of process Define scope
Appropriate specialist
Engineers
Health & safety advisor
Operators
Managers
Defined Hazop leader
Team effort
Process brokendown into sectionsto analyse
Identify possibledeviations fromnormal running
Assess impact ofdeviations
No flow
Flow
Identify possiblepreventativemeasures
Create action planfor improvement
Owner
What
When
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Why a PTW systemmay not be used
Why a PTW system may not be used
Too bureaucratic
Difficult system to use
Lack of information,instruction, trainingand supervision
Poor safety culture e.g..Routine work
Too time consuming
Permit not specificto task
Absence ofcompetent personto authorise
Potential hazards
not fully identified
Difficult to organisecontrol measures
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Reasons to
establish effectiveconsultation with
employees
Reasons to establish effective consultationwith employees
Statutory requirementHealth and safety(consulting withemployees reg 1996)
Promotion of goodsafety culture throughemployee involvement
Information fromshop floor
Promote employee
ownershipIdentification ofimprovementopportunities
Improvingperception aboutvalue of H&S
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Practicable
Where technology or knowledge
exists must be implemented
Cases
Adsett vs K & L steel founders(technology not known, silica dust)
Not as high a duty as Absolute buthigher duty than reasonablypracticable
Cost of precautions is not a factor
Practicable
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ReasonablePracticable
Balance of cost vs risk
One factor must be grosslydisproportionate to the other
Duty not as strict as Absolute orpracticable
CasesEdwards vs National coal board(shoring up of roadway) NCBfound liable as risk andconsequences was greater thancostMarshall Vs Gotham (gypsummine)
Reasonable Practicable
Decision is reached to implementprecaution or not after balancing
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Reasons why accidentsshould be investigated
Establish causes both immediate
and underlying causes
To ensure future preventativeactions can be defined andimplemented
Investigation could provide usefulinformation for evaluating thecosts of accidents
Demonstrate managementcommitment
Reasons why accidents should beinvestigated
Assess compliance with legalrequirements
Obtain information/evidence forany future civil claim
Information gathered frominvestigation can be used toevaluate whether currentprecautions are adequate, alsoSSOW and existing riskassessments are they adequate
Assess whether further trainingand/or supervision is required
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Accident investigation
Take photos, make sketches take
measurements of scene
Obtain and CCTV footage thatmay be available
Identify environmental factors thatcould have contributed to theaccident e.g. poor light, noise, wetconditions
Look at any RA/SSOW in place
Accident investigation
Look at any relevant proceduresthat are in place
Interview all parties involvesASAP, e.g. injured party,witnessess
Look at training records that mayexist for people involved inaccident
Identify immediatecauses/underlying causes
A l i id i i i d
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Analysing accidentinvestigation data
Examine information objectively
i.e with a view to identify thecauses
Look at job factors involved e.g.distractions
Look at any organisational factorswhich may have contributed
Competence of person involvede.g. training/supervision
Analysing accident investigation data
Where procedures adequate e.g.RA/SSOW
Existing health and safety culture
Assess human factors that may
have been involved e.g. fatigue,stress, alcohol
Quality of supervision
Plant/equipment factors e.g.serviceable/inspected
Take into account anyenvironmental factors that mayhave exited e.g. noise, light, aircondition
G i S Of W kf T I
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Gain Support Of Workforce
To Improve Health AndSafety Culture
Consultation, co-operation,participation, competence,commitment
Talk to the workforce, get theirinput
Understand current employeeperception of health and safety
Have informal discussion, teammeetings etc
Gain Support Of Workforce To ImproveHealth And Safety Culture
Increase employee participatione.g. risk assessments. H & Smeetings
Show management commitmentby leading from the front
Set health and safety targets andcreate plans for improvement,communicate these plans to all ofthe workforce
Introduce new consultation forums
Demonstrate good resource for H& S
Train them, - show the benefits ofimproved safety conditions
Introduce new improved safetypolicy's and programmes e.g.behavioural safety programme
Ensure positive feedback is given
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Consideration For Emergency PlanningIncluding COMAH Site
Identification of roles and responsibilities of key individuals in the planning stage e.g. technical support, engineers,safety advisors, key managers
Consider the quantities involved e.g. flammables stored
Provision of information to local authorities
Possible causes of major incident e.g. fire in flammable tank farm
Estimating the likely extent of damage e.g. dispersion analysis of a gas release/explosion
Staff and equipment required to control the incident/minimise impact, call out arrangements
Setting up of an incident control team
Resources needed to deal with incident e.g. specialists
Raising the alarm both on site and off
Evacuation for both site and nearby residents/shelter arrangements
Training for staff in emergency plans arrangements
Action to minimize extent e.g. shutting of service
Search and rescue arrangements
Notification of emergency services and HSE
Control and management on site including roles and responsibilities for emergencies incident team
Provision of information for emergency service e.g. location of hazards and potential impact
Control of spillages/pollution, toxicity/flammability and possible adverse effects
Clean up/decontamination procedures
Dealing with the press
Consultation with emergency services e.g. technical advice
Emergency plan testing arrangements
Establishing control centres
Site plans information
Business continuity
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HumanFailure
ErrorsNot deliberate
Violationsdeliberate
RoutineNormal way of
work
SituationalJob pressureTimeRule not safe attimeIncorrectequipment
ExceptionalEmergencysituationsSomething goeswrongNot carry outsafely decisionstaken, normallydue to time wont
allow
Skill based errors Mistakes
Doing the wrongthing believing it tobe right
Rule basedRemember rulesof familiarprocedureApply wrong ruleApply rules towrong situation
KnowledgebasedUnfamiliarcircumstanceApply knowledgeEg mechanic
Slips of actionActions not asplannedSteps in wrongorderToo soonToo lateToo strong
Too weakUp rather thandown
LapsesMemoryForget to carryout actionLose place intaskExample forget toturn something on
Human Failure
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European Law
Regulations
Apply directly in member states
Go straight into member law
If conflict with National law European prevails
Rarely used
Directives Can be applied to all members or individual members
Lay down objectives what achievement is required
Directives have to be implemented by member states.
Decisions
Can be made by Council or commission
Biding upon those they address
Main use is to allow a member state to depart from a requirement of a EU treaty
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Articles of Treaty of Rome
Article 95
Intended to remove barriers to trade/ensure unrestricted movementand sale
Harmonised product standards
E.g. Machinery Directive
Article 137
Setting of minimum standards of health and safety
Harmonisation and improvement of workplace health and safetystandards
E.g. Frame work directive 6 pack
Procedure for making regulations under
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Procedure for making regulations
under HSWA1974
Power to make regs given tosecretary of state by section 15HSWA
Subject matter of reg should fallwithin schedule 3 of the act
Passed it no vote against
HSC could make proposal tosecretary of state
Procedure for making regulations underHSWA1974
Consultation between secretaryand HSC and other relevantgovernment bodies must occur
Proposals must lie before bothhouses of parliament for 40 days
If vote against they are annulled
Cost vs Benefit Analysis as applies to
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Cost vs Benefit Analysis as
applies to proposed regulation
Identify overall value to society ofproposed regulation
Comparison with cost ofimplementing the regulation
Cost of benefit in terms ofprevention of death, injury and illhealth
Cost vs Benefit Analysis as applies toproposed regulation
Cot and benefits both convertedinto monetary values
Cost adjusted for different timescales of implementation andbenefits that may occur
Finally the calculated monetaryvalues are compared and adecision is reached
Ensuring Safety of other workers while
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Ensuring Safety of other workers
while construction work isundertaken
Agree schedule/time frame forwork
Provision of information on thingssuch as signing in/out procedures
Ensure all waste removedcontrolled
Presence of asbestos and controlmeasures
Ensuring Safety of other workers whileconstruction work is undertaken
Site induction procedure
PTW system may be required forabnormal activities
Office employees fully informed oflocation and nature of work
Monitoring of contractor healthand safety performance
Establish emergency proceduresfor contractors and normal staff
during the work
Barrier area of, close sectionswhere work carried out
Safe storage of hazardousmaterials
Contractors informed of any sitehazards