september/october 2018 trauma site clean up low.pdfsafety offences (including corporate...

September/October 2018

SENTENCINGNew guideline for

manslaughter

INTERVIEWMentor Phil Taberner

CASE STUDYManaging change

through growth

Trauma site clean up

www.iirsm.org

The demanding role of a crime scene cleaner

IN THIS ISSUE

September/October 2018 | www.iirsm.org2

CHIEF EXECUTIVE Phillip Pearson

DIRECTOR OF MARKETING AND COMMUNICATIONSClare Fleming

MANAGING EDITOR Louis Wustemann EDITOR Kellie [email protected]

DESIGNER Jo Jamieson

ADDRESSIIRSM, No 1 Farrier's Yard, 77-85 Fulham Palace Road, London W6 8JA, UK Tel +44 (0)20 8741 9100 Fax +44 (0)20 8741 1349Website www.iirsm.orgEmail [email protected]

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Cover: © IStockphoto/PaulFleet

© 2018 IIRSM.

September/October 2018

IN COURTNew sentencing

guideline for manslaughter

INTERVIEWMentor Phil Taberner

CASE STUDYManaging change

Trauma site clean up

www.iirsm.org

The demanding role of a crime scene cleaner

IN THIS ISSUE

A support mechanism

In Ancient Greece, the original ‘mentor’ was appointed by Odysseus to act as tutor and guide to his son Telemachus while Odysseus was §ghting in Troy. The goddess Athena appeared to Telemachus in the guise of a mentor and advised him to stand up to his mother Penelope’s suitors, hence the idea of a

‘mentor’ as a guide and wise counsellor.Development through mentoring is an increasingly common approach to knowledge sharing

and career progression, and can produce excellent results for the mentor, the mentee and the organisations both parties are af§liated with. Following a membership survey last year in which a signi§cant interest in such a scheme was expressed, IIRSM has been busy developing a member to member mentoring scheme to give you access to other professionals in all areas of risk management. The scheme provides matched members with the support of an experienced professional who can help you optimise your work and plan your future.

Phil Taberner is one of ten mentors signed up to the pilot. The business services director is supporting a member in Uganda and believes he gets just as much out of it as his mentee. Turn to page 15 for the full interview.

However, it’s not just about senior practitioners advising the next generation – we believe our younger members also have a whole range of skills and knowledge to pass on to their senior colleagues, which is why we’re also piloting a reverse mentoring scheme. We’ve outlined everything you need to know in this month’s Institute News; everyone has something to offer, so if you have the time and desire, we hope you’ll get involved when the scheme formally launches in September.

Sophie Williams | Director of Professional Development

CON

TEN

TS

UK NEWS 04Dixons Carphone breaches GDPR

INTERNATIONAL NEWS 06New global standard for §re safety in buildings

FEATURES

CASE STUDY 08The challenges business growth presents in a safety-critical industry

TRAUMA SITES 12An insight into the role of a crime scene cleaner

INTERVIEW 15Phil Taberner FIIRSM on the fast pace of change in risk management

Q&AS 17Your queries from our technical helpdesk

INSTITUTE NEWS 20Opinion: are temporary works a big hole in CDM?

BRANCH UPDATE 23Sharing strengths and challenges across Branches

www.iirsm.org | September/October 2018 3

UK NEWSNEWS

IN COURT

Sentences for manslaughter offences set to increaseThe Sentencing Council has released a de§nitive sentencing guideline for manslaughter offences, which will come into force on 1 November 2018.

It is the §rst time a comprehensive guideline has been published for these offences and the Sentencing Council has said it hopes it will promote consistency in sentences for manslaughter that truly re®ect the seriousness of the crimes.

Under the new guideline, judges are being offered a range of sentencing options for those convicted, which vary from one to 18 years.

Penalties for gross negligence offences are expected to increase, because the advice is to focus more on the blame that should be placed on the offender, rather than the wider circumstances of the case.

It is believed that in the past sentences in these cases have been too low, relative to other offences and the new guidelines are to address that and usher in some consistency.

The guideline deals with all of the manslaughter offences, from unintended death arising from assault to workplace fatalities, in one document. It is notable that gross negligence manslaughter, which often applies in a health and safety context, has been dealt with separately to other health and safety offences (including corporate manslaughter) which are dealt with in the Health and Safety Offences, Corporate Manslaughter and Food Safety and Hygiene Offences De§nitive Guideline, which was introduced in February 2016.

According to lawyers, this could

indicate that policy makers and the judiciary do not wish to distinguish between different types manslaughter in different environments and want to ensure that the punishments match the consequences of the crime in all cases,

namely the loss of life.Finch Consulting’s Head of

Regulatory, Susan Dearden believes the new guideline in many cases will double the prison sentence

likely to be imposed on individuals convicted of gross negligence manslaughter, though she warns that it is only in the most serious fatal cases that such a charge will be considered.

“A bigger risk is of conviction for one of the health and safety

offences with which individuals can be charged and sentenced to a period of prison even when culpability was relatively low.”

The new advice from the Sentencing

Council could affect the outcome of prosecutions arising from the Hillsborough disaster and the Grenfell Tower §re.

“The new guideline in many cases will double the prison sentence likely to be imposed on individuals convicted of gross negligence manslaughter”

Sentencing Council Member Lord Justice Holroyde said: “Manslaughter offences vary hugely – some cases are not far from being an accident, while others may be just short of murder. While no sentence can make up for the loss of life, this guideline will help ensure sentencing that properly re®ects the culpability of the offender and the unique facts of each case.”

The guideline will help ensure sentencing that properly re�ects culpability, says the Sentencing Council

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Susan DeardenHead of

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UK NEWS

MANUFACTURING

Food �rm ‘missed most signi�cant hazard’ ● Two accidents land Frutarom in the dock

Food ®avourings company Frutarom (UK) has been §ned after two separate health and safety breaches.

Colchester Magistrates Court heard how the company was prosecuted following two separate HSE investigations into incidents at Frutarom’s premises.

In October 2016 a worker at the company’s Hartlepool factory was emptying a part-§nished product from a drum into two smaller containers when the toxic gas hydrogen sulphide was released from the liquid being decanted.

In June 2017 an agency worker lost four of his §ngers when his hand came into contact with mixing blades inside a mixing machine.

“Sadly, the company missed probably the most signi�cant hazard and therefore failed to take any appropriate action to eliminate the risk”

The HSE’s investigation into the 2016 incident found that Frutarom had used hydrogen sulphide gas as part of the manufacturing process for several years. They had danger warnings about the gas on their work instructions but did not instruct workers to carry out industry standard practices to safely remove the gas.

A HSE investigation following the 2017 incident found that the company failed to prevent access into the discharge chute of the machine after failing to identify this as a risk. The company was not aware of the signi§cance of a grille cover on the discharge chute which, had it been §xed to the machine or interlocked, would have prevented the incident from occurring.

Relating to the incident in October 2016, Essex based Frutarom pleaded guilty to breaching Section 2 of the Health and Safety at Work Act. The company was §ned £60,000 and ordered to pay costs of £5,603.

Relating to the incident in July 2017, the company pleaded guilty to breaching

Section 3(1) of Health and Safety at Work Act. It was §ned £100,000 and ordered to pay costs of £3,992.

HSE inspector Edward Crick said: “The injuries sustained by the employee after the incident in July 2017 would have been prevented had a suitable and suf§cient risk assessment been undertaken.

“Sadly, the company missed probably the most signi§cant hazard associated with the use of the machine and

therefore failed to take any appropriate action to eliminate the risk.”

HSE inspector Julian Nettleton said: “It was fortunate that no one was harmed following the release of hydrogen sulphide in October 2016.

“Frutarom knew about the hazards of handling this chemical but had not suf§ciently considered the speci§c risks from the task which workers were routinely carrying out.”

The mixing machine and the opening of the discharge chute through which the employee placed his hand

DATA PROTECTION

Dixons Carphone breaches GDPR ● 5.9m customers’ bank cards compromised ● No evidence of fraud, retailer suggests

High street retailer Dixons Carphone has become the §rst big-name brand to admit to suffering a signi§cant data breach since GDPR came into force last earlier this year, after it con§rmed a review of its systems revealed “unauthorised access to certain data held by the company.” It’s been reported that this unauthorised access had taken place in July 2017, but appears to have only been discovered by the company recently.

The §rm said its investigation into the incident is ongoing, but it believed that there was an attempt to compromise 5.9 million bank cards in

one of the processing systems of Currys PC World and Dixons Travel stores. However, 5.8 million of these cards were protected by chip and pin, Dixons Carphone said.

The §rm added there was no evidence of any fraud on these cards as a result of this incident.

Separately, the company’s investigation also found that 1.2 million records containing non-§nancial personal data, such as name, address or email address, had been accessed too.

If a GDPR breach is investigated by the Information Commissioner’s Of§ce we can expect this to take some time, experts con§rmed.


UK NEWS

STRESS/BULLYING

Firms failing to tackle sexual harassment, says MPsSexual harassment is “widespread and commonplace” in British workplaces but the government and employers are failing to tackle the problem, MPs have said.

Employees are being failed by the government, employers and regulators, with current laws insuf§cient to protect workers and often not available to them in practice anyway, according to a report from Parliament’s Women and Equalities Committee, which has published a §ve-point plan to deal with the problem.

“There is considerable focus on other corporate governance issues like protecting people’s personal data and preventing money laundering. It’s time to put the same emphasis on tackling sexual harassment”

The report details a number of priorities, including the introduction of a duty on employers supported by a statutory code of

practice. It also said regulators should play a more active role, barriers to taking cases to employment tribunals must be reduced and a statutory code of practice to cover workers should be introduced.

Chair of the committee, Maria Miller MP, said: “Government, regulators and employers have been dodging their responsibilities for far too long.

“There is considerable focus on other corporate governance issues like protecting people’s personal data and preventing money laundering.

“It’s time to put the same emphasis on tackling sexual harassment.”

The report suggests placing a duty on employers supported by a statutory code of practice

TRANSPORT

Haulier �ned after fatal trapping

● No segregation of vehicles and pedestrians ● Banksman crushed between own vehicle

A haulage §rm has been ordered to pay more than £400,000 after one of its drivers was crushed to death by a reversing vehicle.

Worcester Crown Court heard how, on 11 December 2013, Tooles Transport employee Kevin Scott, 60, was assisting a colleague to reverse a vehicle when he became trapped between the reversing vehicle and his own causing fatal injuries.

An HSE investigation found drivers were routinely labelling up their loads in the yard while other lorries were returning to the yard and reversing in close proximity.

The investigation found there was no segregation of vehicles and pedestrians, lighting was inadequate and there was deep shadow between parked lorries.

“HSE investigators found lorries were routinely reversing in close proximity”

Tooles Transport was found guilty of breaching Section 2(1) of the Health and Safety at Work Act and was §ned £150,000 with costs of £253,728.

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TRAINING

Skills gap costing business £6.4bn

● Sit-stand desks a cost-effective way to improve workforce’s health, study �nds

Three in §ve senior business leaders say the skills shortage has worsened over the past year, according to The Open University Business Barometer.

The report, which monitors the skills landscape of the UK, reveals that employers are paying a high price to ensure their organisations have the skills required to remain productive, with the shortfall now costing an extra £6.33 billion a year in recruitment fees, in®ated salaries, temporary staff and training for workers hired at a lower level than intended.

While the process is taking longer, when identi§ed, talented workers with in-demand skillsets are able to take advantage of their strong position, driving employers to spend an additional £2.16 billion on salaries. Two thirds (67%) were obliged to increase the salary on offer last year, typically on four occasions by an average of £3,400 each time.

The report further highlights how the shifting business environment requires highly skilled workers with the ability to adapt to new environments that can help organisations to become agile and ®exible in the face of future challenges. But ultimately, training is a crucial part of the puzzle, providing a long-term solution that can help to address the skills shortage and ensure that the UK remains competitive on the global stage, researchers say.

Heightening the focus on work-based training could help to increase the skills available in the workforce, the report states. Despite some teething issues, more than three in §ve business leaders (61%) agreed that the apprenticeship levy – introduced by the UK government to encourage greater investment in work-based training – should help to reduce the skills shortage in the next §ve years. Doing so will help organisations to bridge the divide between the skills available in the labour market and the skills they need, allowing them to focus on stability and growth in the future, the author says.


INTERNATIONAL NEWS

GLOBAL

New standard for �re safety in buildings

More than 30 global organisations discussed ways to develop landmark industry standards to

address §re safety in buildings.The group, known as the International

Fire Safety Standards (IFSS) Coalition, was launched in early July at the United Nations in Geneva, Switzerland.

Consisting of local and international professional bodies and standard-setting organisations, the coalition is committed to developing and supporting a shared set of standards for §re safety in buildings.

Differences in materials testing and certi§cation, national building regulations or codes, and standards on how to manage buildings in use, particularly higher risk buildings, means there is confusion, uncertainty and risk to the public.

The standards aim to set and reinforce the minimum requirements professionals should adhere to, to ensure building safety in the event of a §re.

Once the high-level standards are developed, the IFSS Coalition will work with professionals around the world to deliver the standards locally. The standards will be owned by the IFSS Coalition and not by any one organisation.

CANADA

Govt to tackle grain and �our dust risks

The Canada Occupational Health and Safety Regulations on grain dust and ®our dust came into force

recently, aimed at signi§cantly lowering the risk of workers coming into contact with airborne substances in the workplace. These changes will also align the exposure limits for these hazardous substances with the highest safety standards in Canada and internationally.

The Occupational Exposure Limit (OEL) for grain dust in the federal jurisdiction of 10 mg/m3 is higher than the limit recommended by scienti§c consensus to protect the health and safety of employees at risk. The

OEL for grain dust will be decreased to 4 mg/m3. This limit takes into consideration the scienti§c evidence available, the economic feasibility and health effect, as well as the limit in force in all provincial jurisdictions.

AUSTRALIA

Unions urge industrial manslaughter law

Campaigners in Victoria are putting pressure on the state government to make industrial manslaughter a

crime, taking cues from Queensland as well as the corporate

manslaughter law in Britain.Queensland and Australia’s

federal district, the ACT, are currently the only jurisdictions

in Australia where industrial manslaughter is a crime, with

penalties of up to 20 years’ imprisonment.By contrast, under current workplace

laws in most states and territories, people conducting businesses (or of§cers of those businesses) can be jailed for up to §ve years and §ned $600,000 for recklessly exposing their employees to the risk of death, serious injury or illness. This is known as a “category one” offence.

Victoria and NSW has promised to introduce industrial manslaughter laws if it wins in state elections — though it is still unclear how those laws will be framed — and unions are pushing other state and territory governments to follow that lead.

Industrial manslaughter laws are among the proposals before a current Senate inquiry into the laws around industrial deaths in Australia.

The inquiry is looking at how well the national workplace health and safety model laws are working in different states and territories, including the effectiveness of laws that penalise employers over workplace deaths and injuries.

Safe Work Australia estimates that the rate of deaths at work has halved over the past decade to 1.5 fatalities per 100,000 workers in 2016.

4mgCanada’s new OEL per m3 for grain

dust

INDIA

Air quality ‘severe’ as dust blankets capital

Residents of India’s capital Delhi are battling high pollution levels and extreme temperatures due to an unusual dust haze covering the city.

People have been complaining about breathing problems, with many saying the city has become unliveable. The state government has responded by banning all construction and deploying the §re brigade to sprinkle water across the city. People have been advised to stay indoors as much as possible.

Delhi is already one of the most polluted cities in the world, but the recent weather pattern has caused more problems for its residents. Experts say dust storms originating from the nearby desert state of Rajasthan are to blame. The air quality worsens every year in November and December as farmers in the neighbouring states of Punjab and Haryana burn crop stubble to clear their §elds.

Pollution levels reached 30 times the World Health Organization’s safe limits in some areas of Delhi last year. The air quality improved in the following months but has gone back to “severe” from “moderate” in June this year.

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INTERNATIONAL NEWS

TURKEY

Court jails mine ‘massacre’ bosses

A local penal court in Turkey has handed down lengthy prison sentences to the former

management of the deadly Soma mine, where 301 mineworkers were killed in May 2014.

The mine’s general manager Ramazan Dogru and technical manager Ismail Adali were sentenced to 22 years and six months in prison, and operations manager Akin Celik and technical supervisor Ertan Ersoy were jailed for 18 years and nine months. The mine’s CEO, Can Gurkan, was sentenced to 15 years in prison.

Families of the victims, civil society and trade unions are angry that the suspects were charged with negligence, rather than murder, which had originally been requested by prosecutors when the trial began in April 2015.

SINGAPORE

Construction deaths halved in 2017

Construction deaths in Singapore halved to 12 last year, according to the

country’s Workplace Safety and Health Institute (WSH).

Falls from height and vehicle accidents were behind seven of the deaths and 32 of 110 serious injuries in 2017.

The fatality rate has reduced from 7.2 per 100,000 workers in 2013 to 2.6 per 100,000 last year.

To date, there have been six workplace deaths in the construction sector in the §rst §ve months of this year, up from two in the same period last year.

NEW ZEALAND

Spray painters at high risk of brain damage

New research suggests that spray painters and panel beaters could be at higher risk of health effects

through solvent exposure than other blue collar workers.

CHINA

School facial recognition system sparks outcryA Chinese high school in Hangzhou is using facial

recognition technology that scans students every 30 seconds.The system records students’ facial expressions, categorising them into happy, angry, fearful, confused, or upset, as well as replacing ID cards and wallets at the library and canteen.

Facial recognition technology is widespread in China, where it is being used to predict crime. But using the systems in schools has raised privacy concerns, and last year hundreds of channels livestreaming classroom surveillance footage online was shut down.

Last year the Chinese company Qihoo 360 closed hundreds of its surveillance livestreaming channels after an uptick in privacy concerns. The channels streamed camera footage from several public locations including swimming pools, restaurants, and classrooms – the latter protected only by a password.

12construction workers

died in Singapore in 2017

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The study assessed whether contemporary solvent

exposures in the vehicle collision repair industry are associated with

objectively measured neuropsychological

performance in collision repair workers.

Signi§cant de§cits in cognitive performance in collision repair workers

were found, despite low current airborne exposures in New Zealand.

USA

Study looks at coal dust inhalation

A new report that examines the way coal dust is inhaled by miners is regulated has been published.

As health and safety of§cials grapple with an increase in cases of severe black lung disease in Appalachia, the National Academy of Sciences study explores dust sampling approaches and limiting miners’ exposure to dust.

Controlling dust exposure is critical to preventing black lung disease, or pneumoconiosis. The disease has killed about 77,000 coal miners since 1968.

The 148-page report suggests that monitoring standards that go beyond

current federal regulations may be necessary to protect more coal miners from the disease.

The US Mine Safety and Health Administration reduced the allowable dust levels in mines in a 2014 rules change. Miners also wear personal dust monitors underground.

SOUTH KOREA

New law to combat overwork

The Ministry of Labor has implemented a new 52 hour working week in an attempt to

stop chronic overwork. South Korea has one of the longest

workweeks in the developed world, with people spending 300 more hours at work than in the US on average, according to the Organization for Economic Cooperations and Development (OECD).

Work pressure plays a role in more than 500 suicides a year, out of a national total of about 14,000, according to South Korean police.

The government is pushing companies to let employees go home for the night and to free up their weekends. A call to the Ministry of Labor is greeted with a recorded voice message that says: “Our society is breaking away from overwork.”


CASE STUDY

Case study

Challenges of changeChallenges of changeChallenges of changeChallenges of changeChallenges of changeChallenges of changeB

usiness growth, diversi§cation and culture change all present challenges. But when these arrive in tandem with a merger or acquisition and take place in a safety-critical industry,

the OSH team’s role in helping to manage change and mitigate new risks is crucial. We speak to Tony Lundy SFIIRSM to §nd out how he’s doing it

Lundy Projects, a specialist railways infrastructure contractor based in Stockport, is currently experiencing all these developments. In October 2017, the company, which was already undergoing a process of safety culture change, was bought by Alpiq, a leading Swiss energy services provider.

“We are going through a signi§cant growth period,” explains Tony Lundy, HSQE manager at Lundy Projects, “which requires strategic direction from our safety leadership team to engage our workforce in developing our future vision and strategy, and rede§ning our safety culture”.

The Alpiq takeover further increases the potential for growth by enabling the company to bid for larger value contracts and develop additional services. Lundy recognises the opportunities, but acknowledges this “brings its own challenges in terms of strategic management, safety validation and transformational change”.

Taking the leadAs well as delivering its safety culture programme, Lundy Projects is implementing a change management programme. “Alpiq has a strong pro§le in rail in the rest of Europe but didn’t have any presence here in the UK,” explains Lundy, “and this was one of the reasons behind the acquisition.” To meet Network Rail contractor requirements (see box) there are speci§c health and safety criteria, so from a health and safety point of view, Lundy is still taking the lead. “We have one eye on what they require but it’s fundamentally us that are still driving it,” says Lundy.

“In terms of change management,” he adds, “we are trying to introduce their culture into the organisation more broadly.” The fact that Lundy Projects was already deep into its own culture change programme was probably fortuitous, opening it up to further evolution.

The safety culture change programme had partly been prompted by Lundy Projects’ existing expansion as a principal contractor (PC) for Network Rail. “There is a requirement from Network Rail for larger PCs to develop their cultures,” says Lundy, “and we are at the stage of getting to be one of those larger organisations, not in terms of turnover but due to the nature of our work and Network Rail’s demand for the

Tony Lundy FSIIRSM

MD, TL Safety


CASE STUDY

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Challenges of changeChallenges of changeChallenges of changeprojects in which we specialise.”

“We took time out at a senior level to develop the values of the business,” he explains, “and look at what the business is trying to achieve and what we expect from people. And our new safety leadership team was a big part of that.”

Safety validationThe Alpiq takeover is enabling Lundy Projects to add to its portfolio of skills. “There are works we can now do – parts of rail installation – that we couldn’t do before,” says Lundy, “because we have Alpiq providing further §nancial backing and heading up programmes.” Alpiq’s expertise and skill sets centre on overhead wiring for electri§cation, as well as the power feeds that supply the rail infrastructure, whereas Lundy Projects’ focus has historically been on structural steelwork, and manufacturing and installing signal gantries and electri§cation structures.

From the safety perspective, the §rst thing Lundy Projects did after the takeover was to go through safety validation process, looking at what impact the development – including the incorporation of new skills – had on the business in terms of health and safety, how it was going to manage risk as part of its principal contractor licence (PCL), and how it was

PRINCIPAL CONTRACTORS AT NETWORK RAILSuppliers operating as a principal contractor (PC) under the Construction (Design and Management) Regulations 2015 must hold a PC certi§cate (PCC) or licence (PCL) issued by Network Rail if they work on its infrastructure.

● PCC – where there is more than one contractor, or if it is reasonably foreseeable that more than one contractor will be working on a project at any time; and

● PCL – where HSE F10 noti§cation is required (30 working days and more than 20 workers working simultaneously at any point in the project or exceed 500 person days).

The PCL is governed by NR Standard NR/L2/INI/CP0070 and applies to all organisations, internal or external.

Source: Network Rail

going impact on people, processes and resources.There were two key areas. “The §rst was how we

perform as a PC to assure Network Rail either that the change is not going to impact on our performance, or if it might, how we are going to mitigate those risks in terms of implementing adequate processes and procedures to ensure we don’t import risk into the infrastructure,” says Lundy. “So we had to do that for our PCL.”

The second related to track plant (mobile plant that moves up and down the railway). “As we had a new business owner, we had to look at and mitigate what impact that would have on our plant operator licence,” says Lundy. “It was fairly minimal because we are still in control of the plant; what it means, however, is that we may potentially buy more plant in future.”


CASE STUDY

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To incorporate Alpiq’s skill sets, Lundy Projects has recently been through a comprehensive accreditation process with Network Rail. This allows Lundy to deliver those wider services, supported by Alpiq, as well as bid for larger contracts in future because of the greater §nancial backing. The impact of this on the ground is still to be realised, but larger works may bring greater risk exposure.

Lundy is thinking about increasing the size of the HSQE team. Before the takeover, the company had won a contract for the Trans-Pennine upgrade, a ten year programme. “We’re already looking at developing heads of department to grow the business,” says Lundy, “so that’s going to have an impact on what the health and safety team is going to have to do.

In the shorter term, one of the biggest impacts of the takeover has been on reporting. This has not necessarily affected safety reporting speci§cally, but involves compliance more widely, such as the EU General Data Protection Regulation, as well as

§nancial information. Alpiq is operating at a distance and in a different country, so it needs to know exactly what is going on, and requires regular updates. “Alongside our core roles, a lot of time is now spent on reporting statistical information more frequently, rather than as we would have previously to our own directors and shareholders,” explains Lundy.

Self-changeFor safety and health professionals going through similar organisational change, Lundy’s main advice is to be “prepared for the upheaval” and “to recognise it will take up a lot of your time.” He also advocates developing broader management skills. “Health and safety managers will of course have experience of change management with regard to things like altering processes and procedures,” he notes, “but might not necessarily have experience of the business itself changing.”

As a quali§ed chartered manager, he had some previous experience of wider business change


CASE STUDY

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management and found this invaluable. “I suspect if I had not got a formal quali§cation and gone through that process previously, I might have struggled,” he acknowledges.

Managing people during periods of organisational change is key to success. “They may be resistant or sceptical,” warns Lundy. “They will have lots of questions about how it will affect them and their jobs, so there can be uncertainty and some fear.” It is therefore vital to keep people informed at every step.

“Don’t keep anyone in the dark,” he stresses. “You don’t necessarily have to give full details, which might be con§dential at a higher level, but if you have a morning team meeting, sit around the table and set out what is happening, the latest developments, the reasons behind the change and what to expect.”

It is also about engaging people in the change. “Informing is one sided,” emphasises Lundy. “We need to engage people in why it is good for them and for the business; and our safety culture is integral to that. We

have gone through a massive change in last 12 months in terms of trying to deliver safety from the bottom up. The safety leadership team is looking at strategy but it’s about the people on the ground to deliver it, so we have regular meetings – safety stand-downs – where we talk about health and safety and the business in general. We want to achieve change collectively.”

In the context of safety leadership, he also emphasises the importance of following through on what you say you will do. “Don’t make excuses,” he says. “If you say you are going to collect safety reporting cards, for example, every week, do that; don’t do it every couple of weeks or miss a week, because then people lose con§dence.”

Finally, he advises: “You have got to be prepared, as an individual, for the challenge of changing yourself. The way you perceive a culture or a problem may not be the same as someone else. And that is something you have to accept, or you can’t change it.”


Crime scene Crime scene Crime scene Crime scene Crime scene Crime scene cleanerscleanerscleanersCrime and trauma scenes are something most people only see on TV. But for the experts, they are part of the daily routine. Paul Casson offers an insight into the role of a trauma scene surveyor

TRAUMA SITES

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www.iirsm.org | September/October 2018

TRAUMA SITES

Television crime dramas and detective stories often captivate the public – from Sherlock Holmes and Silent Witness to Law and Order and CSI, these programmes draw in a wide

audience. However, viewers probably rarely consider the work that is carried out to clean up crime and trauma scenes once the evidence has been bagged and tagged.

For the experts, these unsettling scenes are part of their job description and a regular occurrence in their day to day work. Trauma site consultants and technicians are equipped to deal with the very worst of situations and provide an essential service. The nature of their jobs demands empathy, resilience and professionalism to prevent the bad situations they often face from getting worse.

“It’s a common misconception that the emergency services are responsible for organising the clean-up operation following a traumatic incident such as the aftermath of a suicide or road accident, or the scene of a workplace fatality,” says trauma site technician Paul Casson. In fact, it is predominantly the responsibility of the property or land owner to ensure the affected area is returned to a functional state. “Trauma cleaning isn’t just messy. It can be dangerous – in the physical clean up of the affected areas and in the aftermath if it is not properly remediated.”

Trauma site consultants are often some of the §rst people on the scene in the immediate aftermath of an accident or crime, where they will be on hand to assess the clean-up that is required. Specialist cleaning technicians will then be deployed to carry out the clean-up operation, sometimes working in hazardous situations.

Life as a trauma scene technicianWhile no speci§c quali§cation is required to join this challenging industry, extensive training is provided on the job. This is to ensure all workers in this role can safely handle the unique challenges that unsettling situations can pose, as well as being able to cope with the emotional strain of the job. While specialist companies provide this training for its consultants and technicians, in the §rst instance it is important to recruit people who have the right frame of mind to tackle the extraordinary range of circumstances they may come across.

“One of the trickiest aspects of being a trauma scene technician is maintaining a high degree of professionalism and humanity,” says Paul. “For example, when attending a suicide scene, it is vital to detach emotionally from the job, but at the same time it is important to uphold a level of empathy for those on site who may be suffering loss.”

Given that walking into highly sensitive scenarios is part of their job description, technicians quickly come to learn this balancing act. It is vital to have a deep understanding of the challenges that specialist cleaning ©

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Trauma site consultants are often some of the �rst people on the scene in the immediate aftermath of an accident or crime


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BLOOD PROTOCOLSJust about every type of employer should have a blood cleaning protocol in place. It is possible for employees in any job to experience an injury at work that involves blood. For as common as it is to encounter blood, it is very important to remember that blood is a biohazard material and mishandling it can be dangerous. One option is for employers to provide training for their employees in blood clean-up so that they can take care of it safely in house. Without the proper training, you must leave blood and biohazard clean-up to the professionals.

Blood clean-up can be potentially dangerous because blood contains disease causing agents such as viruses or bacteria that can spread easily to your employees. It is impossible to know the health condition of an employee that has lost blood. Therefore, you must treat all blood spills as potentially dangerous. If an employee that is not properly trained attempts to clean up blood, they can seriously compromise their health and safety as well as that of others.

Paul CassonTechnical

Field Manager, Rentokil

Specialist Hygiene

technicians may face while working on the frontline, and to offer counselling 24/7 and support to colleagues.

“Though the role has its unique challenges and is often considered a ‘grimy’ job, the role is incredibly rewarding,” Paul explains. “Many specialist cleaners §nd real satisfaction in returning a potentially hazardous site back to a safe environment.”

Health hazardsIf left unattended, bodily ®uids such as blood, urine and vomit will often seep into porous materials and areas which are not visible to the untrained eye, making the clean up extremely dif§cult and the risk of exposure to infection much greater.

Trauma sites can facilitate microbial activity, and often require large-scale disinfection, in addition to spot-cleaning of the affected area to prevent the spread of disease or infection. Viruses such as Hepatitis B, Hepatitis C and HIV are all transferred via bodily ®uid, so the thorough treatment of potentially contaminated areas is essential. For this reason, it’s imperative that trauma and crime scene cleaning operations are carried out ef§ciently, safely, and most importantly, by trained professionals.

A technical processNot only do specialist hygiene operations require technicians with the right practical skills to ensure the safe cleaning of a trauma site, there are obviously very clear personal protective equipment (PPE) requirements, to help protect the health and safety of technicians. On top of that, technicians receive accredited training so they are up to date with the most effective cleaning practices, processes and safety standards.

“In the wake of a traumatic incident, the thought of how to clean up can be an additional stress on top of an already troubling situation,” notes Paul. “Emergency services have lifesaving priorities, and simply do not have the capacity to assist with such matters. However, with

potential health hazards exposed, cleaning up the scene and reducing the risk of further contamination is crucial.”

Aside from PPE, specialist equipment is often required to mitigate the risk of infection and swiftly return the area back to its original state. Technicians need access to the best technology for the job, including highly effective disinfection processes such as Ultra Low Volume (ULV) fogging. ULV fogging produces micro-droplets of disinfectant that remain in the air for around ten minutes after application. Dispersing these micro-droplets into the air enables the solution to reach areas that might not otherwise be covered by conventional cleaning methods. Using these kinds of advanced disinfection techniques ensures that the affected area can be safely restored.

Studies have shown that fogging reduces the number of pathogens present when compared to manual surface cleaning alone. It is also important that the affected environment is not only left clean, but smells clean too. A scented residual fog can be applied to the area that eliminates bad odours and leaves a fresh scent that lasts between 24 and 48 hours.

Cleaning an accident scene is not simple task. In order to discharge your responsibilities properly, you should use cleaning operatives who have been properly trained on an accredited training scheme.

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INTERVIEW

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INTERVIEW

Interview

Dynamic riskPhil Taberner FIIRSM re®ects on the career path that has given him an advantage in keeping step with the fast pace of change in risk management

A strong advocate of a holistic approach to risk – where risk management is everyone’s responsibility – Phil Taberner

FIIRSM, business services director, JSI/Krempel Group, believes that globalisation, technological advances and legislative changes have transformed the landscape of risk management over the past 20 years. But, he re®ects, his career path has given him an advantage in keeping step with the fast pace of change.

“I’ve been lucky that I’ve worked at every level, from the shop ®oor to the board of directors. I’ve been involved with the operational management of every department from production, engineering, technical, purchasing, quality, health, safety and environmental compliance.”

Now business services director at JSI/Krempel Group, a specialist materials manufacturer to the automotive, aerospace and power-generation industries, Phil began his working life as an operative at his local BP oil depot –preferring a full-time job to a YTS scheme.

“It was a very basic, unskilled role. After a few weeks working there, I happened to be in the of§ce when the computer system went down. I’d used computers for years, so I offered to take a look. My supervisor agreed, and I got them working again.

general manufacturing companies – they are very proactive in managing supply chain risk and quality risk.”

Phil subsequently worked as a production manager and factory manager, before joining Krempel 11 years ago as head of HSE and quality management. During his time at Krempel, he has seen signi§cant changes that have impacted on the §rm’s approach to risk management. Globalisation has expanded the supply chain, which brings challenges: are companies operating reputably? Will raw materials being shipped from the Far East, which can take six to eight weeks, be sea damaged?

Another agent for change has been technological advancement. “We have a strong IT system, but like all companies we have fears around cyber-security. We have contracts to supply into the military and aerospace industries, for example, and we have lots of NDAs [non-disclosure agreements]. One security measure we’ve put in place is that people, including the MD, don’t hold any sensitive information on their laptops. Sales people will take a separate laptop if they need to deliver presentations.”

Moving with the timesFinally, Phil cites legislative changes as having transformed the risk management landscape: everything from REACH – “which we

It turned out to be a lucky break: when the company introduced the old quality standard BS 5750, I was tasked with its implementation. Everything fell into place and I went from the yard to an of§ce-based role within a few weeks!”

Phil soon added some safety duties to his quality administrator role, providing cover for a supervisor who was on holiday and doing pre-delivery inspections of customer premises to make sure they were safe for loading and unloading. Then when a supervisor vacancy arose in Shef§eld, Phil got the job.

“The supervisor role made me realise that I enjoy being responsible and leading a team. I looked after ten tanker drivers, the site, bulk stock, sales orders and logistics. It gave me an introduction to systems management and managing people, and I really took to it.”

Agent for changeAs his career progressed, Phil held various roles at different companies, including machine operative, quality engineer, maintenance engineer and production supervisor. He worked at companies that supplied into the automotive and aerospace industries, “which are very risk-based industries,” he explains. “Companies in these industries take a different approach from


INTERVIEW

Feature strap here Interview

back, so when I was approached by IIRSM to become a mentor I was happy to do so.”

“Things are moving faster than some companies are adapting to. I’ve had to be dynamic and take on more responsibility”

Phil mentors someone in Uganda who was seeking support with integrated management systems – the approach to take, and training needs. They talk on Skype; initially it was weekly, now it’s every two or three weeks.

Phil sees himself as offering a support mechanism: “He can contact me any time with an update. We discuss his achievements as well as what hasn’t gone so well. I give him a different way of looking at things and advice on things he could try. For example, when he was preparing training presentations, I suggested using ‘real-time’ photographs; that is, photos of the locations he was talking about, speci§c to the trainees and the subject, as I’ve learnt it’s a much more effective approach than using stock photos.”

Looking forwardAs for the future, with the pace of change in risk management showing no signs of slowing, Phil believes risk management professionals must be “dynamic thinkers”.

“We need to promote the idea that risk management isn’t one person; it’s not one department. It’s a responsibility at every level and in every department, to some degree.

“Many years ago, when companies considered risk, they very much talked in terms of §nancial risk. But now there’s a much broader view: risks from technological advancement, legislative change, cyber-security, health and safety, supply chain and product quality. Companies have accepted these risks, but the question is: have they got the systems in place to manage them effectively?”

embrace, but which has provided challenges and risks to the supply chain and our own business” – to GDPR.

“My role when I started at Krempel was to manage all these changes. Things are moving faster than some companies are adapting to. I’ve had to be dynamic and take on more responsibility; it’s down to me to get the management team and supervisors on board, because risk needs to be managed at all levels.

“Twenty §ve years ago, when I §rst started in manufacturing, people around me considered health and safety as solely my responsibility. It was a case of ‘health and safety, oh speak to Phil’. The changing landscape of risk management means we need to be much more dynamic: the technology continues to advance and the legislation always appears to be playing catch-up.”

Phil is currently looking at employee privacy and monitoring: most employees have cameras on their phones, voice recorders and Flash drives, and these all present a business risk as protection of our IP is paramount. He also, inevitably, has an eye on Brexit. He says there will be some impact, though the uncertainty around the details of any possible deal makes it dif§cult to anticipate precisely what it will be. But overall the §rm – which has 1,300 employees across sites in Germany, the UK, Brazil and China – feels well prepared because of how it manages risk. He offers the example of the company having taken a risk-based approach to quality management even before the ISO 9001 standard moved in this direction; likewise the new ISO 45001.

Lending supportPhil stresses the signi§cance of mentoring – both to his own career development and now, as a mentor himself, as a way of helping others.

“In my career lots of good people have guided me and encourage me to learn. I’ve completed multiple diplomas and a Master’s degree, and I’ve learnt skills in management and communication. I’ve always wanted to give something


Q&A

QUESTIONS & ANSWERSFROM THE TECHNICAL HELPDESK

TECHNICAL

Limits on the carriage of dangerous goods

What are the maximum quantities for petrol and diesel that can be transported in a vehicle?Under the European Agreement on the International Carriage of Dangerous Goods by Road (ADR), work-related transport of petrol and diesel may be exempt or partially exempt depending on the circumstances.

If the carriage is ancillary to the

main activity and meets the maximum quantities as outlined in ADR 1.1.3.6, then it may be exempt.

Petrol may also be carried under the limited quantities (LQ) provisions in quantities up to 1 litre, provided that all of the requirements for transporting as LQ are met. This includes having suitable packaging and the LQ mark.

Small load exemptions apply up to a quantity of 1000 litres, the quantity depends on the transport category of the goods being transported. Petrol up to 333 litres and diesel up to 1000 litres may be transported under the small load exemption.

If other dangerous goods are being carried at the same time, then these must be considered and the aggregation rules

must be applied.In order to meet the small load

exemptions, all containers must be UN-approved and appropriately marked and labelled, and be transported and loaded correctly in order to prevent damage and leaks. Drivers must have received training in accordance with ADR 1.3 and be carrying a 2kg §re extinguisher. A transport document must be carried in the vehicle (indicating the total quantity for each transport category), there must be no smoking during handling in or around the vehicle and any torch carried must be non-sparking.

For quantities over 1000 litres, ADR applies in full.

It is important however to note that the Petroleum (Consolidation) Regulations 2014 (SI 2014 No. 1637) permits the storage of no more than 30 litres in not more than 2 suitable, portable containers in any motor vehicle. So this would apply to vans.

The Petroleum Regulations de§ne a suitable container as one with a nominal volume not more than 10 litres if made of plastic or 20 litres if made of metal. The total volume must be 10–15% greater than this.

For private individuals (ie non-work related), ADR exempts private, non-work related carriage provided the conditions in ADR 1.1.3.1 (a) are met.

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Employees’ eyecare

Do I need to reimburse £400 for glasses?

Strictly speaking the short answer is no, but it would depend on your policy. A good policy should consider the health, safety and welfare of its staff and provide a working environment that is safe, comfortable and maximises the effectiveness of employees. This will include full compliance with applicable health and safety legislation, best practice guidance and professional standards.

The policy should comply with the current legislation which is the Health and Safety (Display Screen Equipment) Regulations 1992 for those who work with display screen equipment (DSE). Compliance with the DSE regulations is in addition to the general duties on employers contained within the Health and Safety at Work, etc. Act 1974.

The Health and Safety (Display Screen Equipment) Regulations 1992 were introduced by the HSE to help control the risks of injury from using DSE. The regulations require employers to ensure that staff who use DSE as a signi§cant part of their job role have properly set up workstations, take regular breaks and have access to appropriate eye tests.

The HSE has not set a speci§c cost that should be acceptable and it is down to the likely cost for basic frames and lenses (or the cheapest available prescription glasses), for the employer to reimburse, some companies tend to set a rate starting at £30 to £50 to allow for an element of preference or choice of frame.

This could be by claiming back on expenses, or a voucher scheme set up with a local preferred supplier with agreed rates or alternatively seek further details from one of

the nationwide providers such as Specsavers who I believe offer a corporate voucher scheme at a cost to the employer of £17 which covers a free eye test and up to £56.50 contribution towards glasses.

Training traf�c marshals

We use banksmen for guidance while vehicles are on our site. Are employees required to have speci�c training to enable them to become banksmen?

Banksmen are used to direct vehicles and can also often be called traf§c marshals.Every year, banksmen are involved in accidents in the workplace, so it is important that they are trained and competent. There are a number of training providers who can help to ensure your banksmen are suitably trained.However, the use of banksmen should be as a last resort and there are many other controls that can be put in place to avoid using them. For example, setting up one-way systems will remove the need for vehicle reversing and thus, the need to have banksmen.

If such controls cannot be put in place however, it is important that the driver and the banksmen use standard signals. See the Health and Safety (Signs and Signals) Regulations 1996 guidance document L64.

For further guidance the HSE have also produced a number of documents such as HSG136 and indg199 that offer practical support and information on how best to implement safer systems of working that offer adequate protection to pedestrians from manoeuvring vehicles.

With technical advancement, a number of newer vehicles have been §tted with reversing cameras to further reduce the risk from blind spots, and should bene§t operators who are making routine deliveries in close proximity to pedestrians.

RIDDOR requirements

I am aware that over seven day absences must be reported to the HSE, however is there any obligation to record over three day accidents?

While there is no longer any requirement to report over three day accidents to the HSE if a worker has been incapacitated for more than three consecutive days, the requirement to keep a record of any such accident remains and should be recorded using your internal procedure for recording accidents.

When calculating a period of absence you do not need to include the day the injury was sustained or accident occurred on however you do need to count weekends and rest days.

If the employee’s absence is not as a result of the injury but they are on annual leave, a training course or only works part time and is not due on shift until after the seven days would have lapsed, ascertain whether they could have returned to work earlier and on which ate as this may not result in a RIDDOR and accurately calculate the lost time.

Where an employee returns to work following an injury but is unable to undertake their full range of work activities or “normal duties”, this would

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Croner will be available to provide professional advice and guidance by telephone or email between the hours of 9am and 5pm (GMT), Monday to Friday.

All consultants are quali§ed in their relevant area, and typically have at least ten years’ experience following quali§cation in order to provide members with accurate, legally sound advice that will help to identify potential risks and resolve queries.

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still be counted as the employee being incapacitated and where this results in a period of more than seven days, (even though the employee is actually at work) this would still count as being incapacitated under RIDDOR and must be reported using the appropriate F2508 form on the HSE website www.hse.gov.uk/riddor/report.htm

In this case the HSE advises employers who must keep an accident book under the Social Security (Claims and Payments) Regulations 1979 that this record satis§es the purposes of RIDDOR.

Mandatory health checks

Can I make an employee attend Occupational Health Assessments?

Under Section2 of the Health and Safety at Work Act, as an employer you have a duty of care towards your employees. Where you have identi§ed a risk and are looking to provide health surveillance to monitor the exposure risk to an employee, the employee should oblige and attend the appointment.

If there are any health concerns with that employee, you need to be aware to further protect them from any exposure to harm where it has been medically con§rmed that an employee is suffering from any condition or has reduced capabilities they are owed a higher duty of care from their employer than that of an employee that is symptom free.

To identify how best to protect and reduce any associated risks that may exacerbate their condition is to §rstly identify to what extent the condition has affected the worker this can be achieved by undertaking health surveillance.

The Health and Safety at Work Act also imposes duties on all employees while at work. To brie®y outline the requirements, under Section 7(a) the duty is to take reasonable care of their own health and safety and Section 7(b) is to enable their employer to remain compliant with legislation and cooperate. For further reading refer to Paris v Stepney Borough Council.

It is a foreseeable risk that over time an employee’s health may change, so periodic checks may be prudent to assist employers to undertake an informed decision and any action required to ful§l their duty of care to

all their staff.Where staff are concerned their health

may have deteriorated and do not wish to engage, try to allay any fears and explain your duty of care and the duty of care owed.

Removing �re exits

Can we block up a �re exit from a basement in our hotel premises?

Any changes to premises should be carefully considered and under normal circumstances the removal of a §re exit should be strongly deterred and discouraged. Particularly when the premises are open to the public where occupants may have previously stayed and may be unfamiliar with changes to your layout and more importantly evacuation routes.

It is not that simple to make changes to buildings as when they are constructed the architect would have considered the materials used for construction, load bearing walls, §re evacuation routes and exits with consideration being given to where evacuees will escape to and the minimum travel distances required to reach a §nal exit and to a place of safety to assemble.

Sleeping accommodation is classed as a higher risk premises as guests may not be aware of the §re until it is well established due to being in a deep sleep. It is also a higher risk for disabled guests that are non-ambulant, visually impaired or those with reduced hearing. Anyone that usually

wears a hearing aid will normally remove before going to bed hence may cause a delay when trying to raise the alarm.

Under §re safety regulations the responsibility for assessing §re risks and implementing appropriate §re safety measures sits with the legal duty-holder and cannot be delegated. In some cases, a large organisation may employ suf§cient expertise to perform competent assessments and organise §re safety. However, §nal responsibility lies with the dutyholder.

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INSTITUTE NEWS

MEMBERSHIP SUPPORT

Pilot mentoring scheme update ● Pilot has already seen success ● Plan to introduce a reverse mentoring scheme

The 2017 membership survey results clearly told us there was signi§cant interest in IIRSM running a mentoring scheme. We piloted the scheme between April and July with a group of Fellows who kindly agreed to give their time and share their experiences and expertise to mentor one or more mentees.

“The mentoring scheme is already proving extremely useful – my mentor has an abundance of knowledge and experience”

We received mentee applications from all ages, backgrounds and seniority, which shows you are never too old or senior to learn and seek support – continuing to learn from others is invaluable. Having humility and the willingness to listen and learn is a real strength – assuming you know it all and have nothing more to learn is not.

Examples of the sorts of discussions taking place between the partnerships have included:

● achieving career aspirations ● being more in®uential ● making more informed decisions ● tackling the challenges in a new job ● dealing with dif§cult people and

situations ● broadening technical and commercial

knowledge.

Success storiesAlready in the pilot, we have seen success. “The mentoring scheme is already proving extremely useful,” says Grant Thompson, Health and Safety Manager, GA Pet Food Partners. “My mentor, Hugh Maxwell, has an abundance of knowledge and experience. This is my §rst health and safety managerial role, so to have Hugh there in these early stages to bounce ideas off is fantastic.”

Mentors and mentees have not all been in the same location. Email, phone and Skype have enabled mentoring to be effectively delivered without physical face-to-face contact. The use of technology and ®exibility of people taking part has enabled us to make the best matches of mentor and mentee.

We are currently seeking feedback from those who participated in the pilot to help make improvements prior to formally launching the scheme in September.

Get involvedIf you would like to become a mentor or believe you would bene§t from being mentored, please get in touch with our Head of Learning, Holly Mulvihill-Clark, by emailing [email protected] or calling +44 (0)20 8741 9100 for more information.

We would like to thank everyone involved in the pilot and are grateful to the HSE Recruitment Network for sponsoring the scheme.

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Success storiesAlready in the pilot, we have seen success. “The mentoring scheme is already proving extremely useful,” says Grant Thompson, Health and Safety Manager, GA Pet Food Partners. “My mentor, Hugh Maxwell, has an abundance of knowledge and experience. This is my §rst health and safety managerial role, so to have Hugh there in these early stages to bounce ideas off is fantastic.”

Get connected Keeping up with the constantly changing environment of risk is easy with IIRSM’s social media channels.

Whether you have a question, want to network virtually or would like to start a conversation, we welcome all communication from our members.

www.linkedin.com/iirsm

www.facebook.com/iirsm

@iirsm

[email protected]

September/October 2018 | www.iirsm.org

Reverse mentoring schemeIn 2019 we plan to launch a ‘reverse mentoring’ scheme whereby younger people mentor those more experienced to help them gain new and fresh perspectives, and to learn new knowledge.

If you would like to take part in the pilot or receive more information in due course, please register your interest by email at [email protected]

IN MEMORIAL

Dan Terry, 1964 – 2018

It is with great sadness that we must report the untimely death of IIRSM past Council Member, Dan Terry who passed away on 9 July.

Dan was a member of the Institute for 20 years. He will be fondly remembered for his work mentoring those who experienced a life-changing accident and coaching them to go on to be motivational speakers, many of whom you will have met or listened to yourselves, such as Jason Anker and Paul Mahoney.

Dan was an inspiring speaker and passionate trainer. His style was warm and enthusiastic and he genuinely cared about sharing knowledge and experience for the improvement of the safety profession.

We will remember Dan for his contributions to our conferences, events and magazine and his support during his time as a member, as well as the knowledge and experience he brought to his role on Council.

We send our sincere condolences to his family and friends at this very sad time.


INSTITUTE NEWS

NEW CPD EVENTS

20 November 2018 London 3 April 2019 Birmingham

In partnership with The Scaffolding Association, this event will help those responsible for planning and monitoring the temporary works phase of a construction project.

What will I learn?Delegates will learn how early design decisions can improve the initial and whole life cost of a building as well as the safety and health of those involved in the temporary works phase and ongoing management.

conference

TEMPORARYWORKS

conference

Crowd and event

SAFETY

This day will help you to: ● understand what constitutes temporary

works and how they are used in construction

● understand the need to plan for temporary works in construction

● learn about common temporary works issues and the management process for temporary works

● be aware of the other roles and responsibilities involved in the temporary works process

● appreciate the legal responsibilities and contractual risks

Our speakersOur speakers have extensive industry experience and are sought after advisors, sitting on industry panels, authoring reports and guidance and providing expert witness services. Con§rmed speakers so far are: Rob Candy, Scaffolding Association, Rudi Klein, SEC Group; and Dr Mike Webster, MPW R&R.

www.iirsm.org/tempworks

Events and places that attract crowds bring a range of unique challenges that require specialist knowledge. This conference will cover the essential areas to consider and help delegates to develop an effective risk management approach. Are you con§dent that your risk management strategy will keep people safe and protect your reputation?

What will I learn? Relevant to anyone responsible for the safety and security of public or crowded places, such as: retail outlets, schools and universities, sporting or music events, conferences and exhibitions, theatres, galleries and museums, fairgrounds or theme parks, markets and fetes, bars and clubs, visitor attractions, of§ces or call centres; places of worship; and hotels.

Delegates will gain awareness and understanding and be better equipped to prepare their own strategies. The programme will cover:

● hazards/threats ● real-time evaluation of crowd dynamics ● the group psychology of mass

emergencies ● identifying potential violence or terrorism ● ensuring the safety of temporary

structures ● risk mitigation measures and emergency

planning ● best practice from experienced

professionals

Our speakers ● Professor Keith Still FIIRSM, Professor of

Crowd Science, Manchester Metropolitan University

● Mark Breen SIIRSM, Director, Safe Events ● Andy Neal, Head of Security, Cardinus

Risk Management ● Roger Barrett, Director, Star Events ● Dr John Drury, Reader in Social

Psychology, University of Sussex

www.iirsm.org/crowd

Offering exceptional value for a full day, both events have an early bird rate of only £99 + VAT until 31 August – so book soon: www.iirsm.org/events

OPINION

Temporary works – a big hole in CDM? The management principles contained within BS5975 closely resemble the principles of CDM 2015: plan, manage and monitor works through collaboration and co-operation with competent persons. So if we are managing CDM, we should be managing temporary works – but are we?

There is often a lack of suitable temporary work procedures contained within policies and construction phase plans. This can often result in projects where temporary works appointments and registers don’t even exist. Poor consideration of temporary works from the outset has long term implications when developing cost-effective and safe solutions during construction, and for the ongoing future maintenance and life-cycle costs of a building. There is a common attitude that no matter how poor the design is in relation to buildability, maintenance or demolition, the temporary works contractors will provide a solution. There is a common example regarding maintenance; a scaffolding may need to be erected around a building ten times during its life-cycle, often no consideration will be given to this during the design stage and tie points will need to be retro§tted.

Finally, we must consider whether Principal Designers truly understand what information needs to be made available to Temporary Works Designers, and how it may differ from their requirements. In many instances it is a by-line standard statement on the project risk register, at best: “Risk: Temporary works will be required on this project. Control: Choose competent contractors”.

These examples are not exhaustive, but they do re®ect the way many projects are managed. BS5975 has undergone review and is due for reissue this year. The procedures contained within are concise, and they should be advocated more widely to industry for us to see improvements in the management of temporary works.

Robert Candy is Chief Executive of The Scaffolding Association: www.scaffolding-association.org


INSTITUTE NEWS

DESIGN RISK MANAGEMENT

IIRSM series of live CDM review workshops Design risk management, in relation the implementation of the intentions of the CDM regulations, is currently a hugely misunderstood, diverse and varied process depending upon the type, size and complexity of the project and the experience of the project team. This causes a great amount of confusion amongst all members of the client, design and construction teams expecting to apply one method to all projects. It has also become very clear that the method of facilitation of the process depends greatly upon the type of project, for example civils, architectural or surveying and the source discipline of the Principal Designer organisation that is the organisation in control of the ‘pre-construction phase’ of the project, such as the lead designer.

To help to understand this diversity and the advantages and disadvantages of each approach, IIRSM and Paul Bussey of AHMM Architects and the RIBA Health and Safety, Regulations and Standards, and CPD committees agreed to collaboratively facilitate a cross disciplinary series of DRM Workshops. The workshops took place in London, Cardiff, Birmingham and Edinburgh.

The DRM workshop environmentThe importance of a collaboratively stimulating workshop environment cannot be underestimated. Each workshop was held in a room with project groups of up to six at tables, with ®ip chart pads, post-its and project brie§ng §les for team scrutiny and a central projection screen with laptop. With larger groups it was bene§cial to have a plenary theatre seating area to bring everyone together for the presentations and feedback sessions.

After an initial introduction, all project teams/tables were allocated a project to work upon, and groups were briefed on all four projects so everyone understood the context of each project. Particular attention was made to the CDM strategy brief that captures the key issues on every project for communication to third parties.

Teams then started to analyse their given information and prepare feedback documents for plenary sessions capturing signi§cant risks or the need for other surveys to be commissioned. It was made clear that the difference between

“signi§cant” and “routine/normal” risks was essential for the team to prioritise their efforts and not take an “all hazards and risks” approach. This replicates real life when time, effort and resources need concentrating on the major CDM issues.

Teams then worked together to apply the principles of prevention, in a ‘quali§ed’ way, ie so far as is reasonably practicable; by using their skills, knowledge and experience to mitigate these identi§ed hazards and risks. Understanding the ‘quali§ed’ not ‘absolute’ nature of this process was clearly explored and outputs captured.

Finally, various methods of communicating these residual and mitigated risks to third parties was then explored and discussed. Traditional all risk spreadsheets, simple risk registers, annotated drawings, visual CDM analysis sheets, sketches and diagrams, annotated photographs, 3D analysis of models or use of BIM. Examples of all were demonstrated and their pros and cons discussed.

Developing skillsThe day was an exploration of the diversity of DRM methodology. While some delegates thought they were going to be given lectures on DRM, it was clearly publicised as a forum for Principal Designers or those with CDM facilitation

roles to develop their DRM skills in an informed expert environment without the pressures of a live project team meeting environment. It is hoped that further such “Moot DRM Review Workshops” can be established with all the professional institutions, clients and contractors to help make this process more understandable and cross-disciplinary to the bene§t of all in the construction and design industry.

The workshops were attended by more than 200 delegates, with 87% agreeing that it had helped them to understand the collaborative nature of design risk management and we were pleased to receive positive feedback.

The project presentations and resources provided can be downloaded from the Info Hub on the IIRSM website. Thank you to Paul Bussey FIIRSM for planning and facilitating the sessions and to James Addley of APS, Chris Preston and Karen Young MIIRSM of ICE, and Tony Baker of RICS for delivering the project presentations.

September/October 2018 | www.iirsm.org

The projectsICE – civil engineering project: a new build Flour Mill in Manchester

RICS – surveyor project: major car park construction, infrastructure and roads scheme adjacent to Brighton Station

RIBA – new academic teaching block extension at a University with an atrium and lecture theatre pod

APS – London residential development on a complex, inner city site

Teams worked together to apply the principles of prevention

The workshops took place in London, Cardiff, Birmingham and Edinburgh


BRANCH UPDATE

Nigeria28 AugustRegister: [email protected]

West Midlands11 SeptemberRegister: suzan.§[email protected]

United Arab Emirates12 SeptemberTopic: Travel Security and SafetyRegister: [email protected]

East Midlands12 September | DerbyTopic: Principles of Safe Handling in Healthcare Setting – a practical workshop led by Sonja Longdon Register: [email protected]

West Scotland13 September | GlasgowTopic: Asbestos Awareness by John Kerrigan, Industrial Safety Engineer at Morson InternationalRegister: suzan.§[email protected]

Qatar18 September Register: [email protected]

Northern Ireland19 September | BelfastTopic: Reducing Workplace Stress: Addressing Error Risk by Geoff Thomas, Director and Co-Founder of StrediaRegister: suzan.§[email protected]

London20 September | HammersmithAnnual General MeetingRegister: suzan.§[email protected]

North West England20 September | HammersmithTopic: Asbestos, Legionella and Fire Safety by Andrew Grimshaw, Operations Manager at Spectra Group Register: suzan.§[email protected]

UPCOMING BRANCH MEETINGS

Dates for your diary

UNITED ARAB EMIRATES

Branch Chair appointed to CouncilWe are delighted to announce that UAE Branch Chair Matthew Cox of the Bauer Spezialtiefbau Group of Companies has accepted an invitation to be co-opted onto the Council as a Trustee. His name will be added to the formal ballot for Trustees at the next AGM.

Matthew is a Fellow Member of IIRSM and is currently employed as Regional QHSE Manager, overseeing Bauer’s operations across the Middle East.

Matthew will take up the post

immediately and join the trustees responsible for the governance of the Institute, under the leadership of our current President, Andy Hawkes.

Matthew said: “I am delighted to accept the invitation to serve as a Trustee of the Institute and look forward to working with my fellow Council Members. With an ever growing international membership, having representation from key growth areas will help to ensure the

governance model of the Institute re®ects this changing landscape.”

UAE AND NIGERIA

Sharing strengths and challengesRecently the UAE Branch Secretary, Daryl Wake, was visiting Lagos in Nigeria for business and realised it was too good an opportunity to pass up the chance to meet with our Nigeria Branch Chair Eugene Itua.

Although they had just 30 minutes together at Murtala Muhammed International Airport before Daryl boarded his ®ight back to Dubai, they managed to

discuss a few aspects of how their respective branches were functioning, and shared some of the strengths and challenges. It’s great to see our international members collaborating in this way.

LONDON

Branch vacanciesAndrew Ammerlaan, IIRSM London Branch Chairman will soon be stepping down and we would like to express our sincerest thanks for his continued support and leadership to drive the branch to a success.

We are pleased to announce the opening branch committee roles including:

● Branch Chair ● Vice Chair ● Secretary ● Treasurer ● Events Coordinator ● CPD/Training Co-ordinator

Serving on a Branch Committee can provide rewarding opportunities including progressing and continuing your professional development which it also counts as evidence towards fellowship petitions.

Nominations must be made by completing the nomination form at www.iirsm.org/branches by 22 August. Online voting closes on 13 September and the result will be announced at the London Branch AGM on 20 September at the IIRSM HQ in Hammersmith.

Eugene Itua and Daryl Wake met at the airport in Lagos, Nigeria

Matthew Cox UAE Branch

Chair

september/october 2018 trauma site clean up low.pdfsafety offences (including corporate...

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