NGC1 Element 5 Risk Assessment

On completion of this element, readers should be able to demonstrate understanding of the content through the application of knowledge to familiar and unfamiliar situations. In particular they should be able to:

5.1 Explain the aims and objectives of risk assessment

5.2 Identify hazards by means of workplace inspection and analysis of tasks

5.3 Explain the principles and practice of risk assessment.

5.1 Aims and objectives

Definitions of Hazard and Risk

Risk assessment is one of the main methods by which pro-active safety management can be carried out. lt is also a statutory requirement under a considerable number of new U.K. Regulations.

The principal requirements are to:

• Identify hazards i.e. anything, which has the inherent ability to cause harm

A hazard can be animal, vegetable, mineral or abstract! lt is quantifiable from extr mely hazardous to slightly hazardous

• Assess the risks associated with each hazard

Risk is the possibility of exposure to a hazard. It is often measured as:Degree of Hazard x Probability of Exposure

Objective of risk assessment

The objective of carrying out risk assessments is to reduce, so far as is reasonably practicable, the significant risks associated with hazards in work tasks and work places to tolerable levels in terms of the potential human suffering, legal requirements and economic effects on the organisation.

The distinction between different types of risks can be broadly identified as being in four main categories:

• Immediate physical injury (acute) Examples are:

Broken bones (falls), crushing (caught in machine) head injury (falling objects), burst ear drum(extremely loud noise), loss of sight (welder's flash), burns (fire or hot surfaces)

• Long -term physical injury (chronic) Examples are:

Back strain (manual handling), joint or muscular problems (body movement), arthritic conditions(dampness), white finger (vibration)

• Immediate health problems (acute) Examples are:

  Overcome by fumes (ammonia), poisoned (cyanide)

• Long-term health problems (chronic) Examples are:

Asbestosis (asbestos dust), cancer (working with carcinogens), stress (working above capacity or capability)

Remember that the people at risk can be employees (both as a direct result of their work or as a result of the work of others), contractors, visitors, local environs, or carriers, purchasers or users of products or services.

Common Definitions:

Accident	means	An unplanned event in a series of planned events
Hazard	means	Something with the inherent ability to cause harm
Risk	means	The possibility of exposure to a hazard Often measured as: Degree of hazard x Probability of exposure
Danger	exists	Where there is a distinct possibility of an interchange of energy above tolerable levels
Significant risk	means	A risk that has been clearly increased as a result of a work activity
Statutory risk	means	Risks which have the ability to impinge upon the wellbeing of people (Controlled by legislation)
Emergency planning	means	Pro-active planning to deal immediately with a situation which has the ability to threaten the wellbeing of people or the corporate body
Contingency planning	means	Pro-active planning to deal with the effects of a disaster that could, without planning, affect the ability of the organization to continue trading
Slow injury	means	An injury or health problem which develops over a period of time cumulatively
Casual event	means	An event which in itself is not necessarily dangerous but when present along with other causal events could lead to an accident of any magnitude from a near miss to a catastrophe
Near miss	means	Near miss means An incident that could have resulted in serious injury. For example a brick falling from a height but not hitting anyone

5.2 Identifying hazards

The competent person

The perceived level of danger is very important in making a risk assessment, therefore it is important that the person(s) carrying out such assessments have the knowledge and experience necessary to understand not only the physical aspects but also the behavioral aspects that could lead to an accident. They must also appreciate the worst and/or likely consequences of such an event.

The person(s) carrying out an assessment should be considered by the employer/organisation to be competent before being commissioned to carry out the task, i.e. competent in that they have the ability that ensures their perceived level of danger is at, or is very close to, the actual danger level.

If necessary persons charged with carrying out assessments should be given adequate information, instruction and training to be deemed competent to carry out risk assessments.

Competent person(s) Should have the academic qualifications and experience necessary to allow them to: firstly, know what to look for, secondly recognise it when they see it and assess its importance with regards to the degree of risk associated with the location and/or activity

Categories of accidents are incidents that can cause:

• Immediate injuries such as broken bones, loss of a limb etc.
• Cumulative or slow injuries such as back problems or eye-strain etc.
• Immediate (acute) health problems such as inhaling a poisonous gas or severe burns
• Cumulative (slow) health problems such as asbestosis or hearing loss
• Psychological problems (can be inherent or cumulative) such as fear of heights or stress

lt is important in identifying the level of risk that information is obtained from a number of sources such as Approved Codes of Practice and Guidance Notes etc.

5.3 . Principles and practice of risk assessment

In order to carry out a risk assessment it is important to identify the persons at risk other than merely employees e.g. operatives, maintenance or cleaning personnel etc., members of the public, contractors or persons with special needs.

The objective of risk assessment is to proactively identify risks in terms of human suffering and take preventive and/or precautionary measures to eliminate, reduce or control the possibility of harm to individuals.

Risk assessments can also protect the organisation (employer) from harm in terms of lost production, reputation, industrial and public relations and possible prosecutions or claims for damages etc.

Types of assessment

There are two ways of carrying out risk assessments:

1. Qualitative type assessment

This type of assessment that is based subjectively on general information, experience and intuition is much simpler to make and is adequate for the vast majority of work situations. lt is also legally acceptable. Where there are similarities in activities, a generic risk assessment would be acceptable.

Qualitative Risk Assessments can be based upon:

• A geographical area of work e.g. an office or warehouse, etc
• A generic group of workers e.g. scaffolders,fork lift truck drivers, etc
• A generic type of work e.g. welding, manual handling, etc.,
• The specific needs of individual workers or individuals.

In low risk environments and tasks it may be sufficient to categorise risks as High, Medium or Low.

2. Quantitative risk assessment

This type of assessment will only be required where there are risks of a high unacceptable nature such as those that could lead to immediate serious consequences, or risks that are cumulative (long term) in nature.

The following method can be used to conduct a quantitative risk assessment:

In deciding whether the risks associated with the hazards are being adequately controlled or whether more could be done, two factors must be taken into account in carrying out a quantitative assessment. These are the severity rating of the hazard and the probability of exposure to the
hazard. These can be produced in a risk-ranking chart.

Severity rating of hazard Value

Catastrophic	5
Serious	4
Fairly serious	3
Marginal	2
Negligible	1

Probability rating of exposure to hazard

Imminent	5
Probable	4
Reasonably probable	3
Remote	2
Extremely remote	1

Risk analysis chart

Severity rating	1	2	3	4	5
	2	4	6	8	10
	3	6	9	12	15
	4	8	12	16	20
	5	10	15	20	25
	Probability rating

In using a risk analysis chart the assessors should determine a rating on the basis of the existing precautions in place. Note that personal protective equipment should only be used as a last resort.

The Risk Value would equal Severity x Probability. Where a Risk Value of 25 would be critical and demand immediate action and a value of 1 would require no action. Assessors then require making a
judgment as to what numerical value of risk would require further attention.

As an example, perhaps a risk ranking of 8 or more would be acceptable providing all reasonably practicable precautions are in place or are being recommended and implemented.

JOB SAFETY ANALYSIS

Job safety analysis (JSA) is an accident prevention technique that is similar to work-study and can be used as a basis for carrying out a risk assessment. lt involves a chronological breakdown of an activity to determine if there are ways in which the potential for an accident can be reduced.

The method is to:
Select - the work to be studied

Record - how the work is done

Evaluate - all the various consequences

Develop - the best method of doing the job Install - the method as developed

Maintain - the methodology

Monitor -the effectiveness of the method

HSE GUIDANCE

The Health and Safety Executive free leaflet '5 Steps to Risk Assessment' describes the process as containing five distinct steps. These are:

Step 1 Look for the hazards

In carrying out the assessment it is important to look at what could reasonably be expected to cause harm. Ignore the trivia and concentrate on significant hazards that could cause serious harm to one or more people. Speak to the people carrying out the work activity under review; they may identify hazards not patently obvious to you. Manufacturer's manuals, data-sheets, accident and health records can also help spot hazards and put risks into perspective.

Step 2 Decide who may be harmed

As well as operatives there are other people who can be adversely affected such as cleaners, visitors, contractors, maintenance personnel etc. Include members of the public or other people who share the workplace with your organisation.

Identify the hazards associated with the task and decide whether the existing precautions are adequate or whether more could and should be done.

Sources of potential harm can be associated with the working environment in which the work will be carried out or associated with the work activity. These sources could arise from:

• Unsafe conditions of buildings or site conditions, overcrowding, working at heights or in confined spaces
• Unsafe utility such as electricity, gas, pneumatics, hydraulics, water, lighting
• Hazardous chemical or biological agents
• The unsafe work of other persons
• Unsafe plant, machinery or tools
• Internal transport
• Human frailties such as incompetence, negligence, tiredness, forgetfulness, stress, special needs
• Lack of training
• Poor ergonomics
• Unsafe systems of work
• Fire and/or explosion
• Violence and/or working alone

Step 4 Record the findings

If an organisation has less than five employees they do not need to record the findings, however where they have five or more employees the significant findings of assessments must be recorded. This means writing down the most significant hazards and recording your conclusions. For example dust from the•grinding wheels is removed by an adequate well-maintained LEV system.

There is no need to show how the assessment was completed provided you can demonstrate a proper check was carried out, identifying who could be affected and that you have dealt with all of the significant hazards taking account of the numbers of people who could be involved.

Assessments need to be suitable and sufficient, not perfect.

The written assessments must be made known to, and be available for perusal by all personnel involved and must also be available for inspection by the HSE or other enforcement bodies.

Step 5 Reviewing assessments

Assessments must be reviewed where there are changes that may affect the validity of the assessment. For example:

• Changes in premises or layout
• New or updated types of machinery
• New or different substances or processes
• Changes in skills of operatives, or shift patterns

Do not amend assessments for every trivial change

The idea is to keep the system of risk assessments as simple as possible but not too simple.

The methodology used to carry out a risk assessment must be 'Suitable and Sufficient' taking into account the degree of danger involved in the activity being assessed. Assessments need to be suitable and sufficient, not perfect.

Special consideration is required for work conducted by:

• Children (Under 16 years of age) or young persons {16 to 18 years of age)
• Expectant or nursing mothers
• Lone, casual or contracted workers
• Impaired or disabled persons

Sources of reference

The Management of Health and Safety at Work (ACOP) (L21) HSE Books

Young Persons at Work (HSG165) HSE Books

Relevant statutory provisions
The Management of Health and Safety at Work Regulations 1999

Typical examination questions based on Element 1.5

1		Outline the factors that should be considered in carrying out a risk assessment as required by the Management of Health and Safety at Work Regulations 1999.	(8)
2	(a)	Identify the key stages of a workplace risk assessment.	(5)
	(b)	Outline THREE circumstances that might require a risk assessment to be reviewed	(3)
3	(a)	In relation to risk assessments as required by the Management of Health and Safety at Work Regulations 1999, explain the meaning of the term 'suitable and sufficient'	(2)
	(b)	Outline the changes in circumstances that may require a risk assessment to be reviewed.	(6)
4	(a)	Explain using an example, the meaning of the term 'risk'.	(2)
	(b)	Outline the factors that should be considered when selecting individuals to assist in carrying out risk assessments in a workplace.	(6)

Promoting a positive health and safety culture

This post is to enable readers to gain understanding of the content through the application of knowledge to familiar and unfamiliar situations. In particular they should be able to:

4.1 Describe the concept of health and safety culture and its significance in the management of health and safety in an organisation

4.2 Identify indicators which could be used to assess the effectiveness of an organisation's health and safety culture and recognise factors that could cause a deterioration

4.3 Identify the factors which influence safety related behaviour at work

4.4 Identify methods which could be used to improve the health and safety culture of an organisation

4.5 Outline the internaland external influences on an organisation's health and safety standards.

Content

E4.1 Concepts of safety culture

Definition of the term 'health and safety culture'

One definition of culture is 'mental training and development'.

Cultural influence on corporate bodies with regards to health and safety issues is derived from the currently acceptable standards of care demanded by society in general as well as what is accepted

locally within a particular organisation. Within an workforce it is observed as the moral and ethical duties of care that are habitual in terms of employees looking after their own well-being as well as
any other persons who may be adversely affected by their acts or omissions.

Correlation between health and safety culture and health and safety performance

Low standards of health and safety culture within corporate bodies are much more serious and influentia-l, the further up the line management of the corporate body these low standards of culture are found.
John Donne in the 1ih century said 'No man is an island'. Man by his nature is a social creature and has a basic need to be involved. Effective management develops a good safety culture by
remembering this and responding to the social and psychological needs of their staff.

Managers must remember and build into their company culture the following concepts:

• Treat people as individuals
• People respond to praise rather than criticism
• Motivating words are 'please' and 'thank-you'
• People respond to group culture and expectations
• People like to be involved
• Conflicts should be resolved at an early stage

Everyone seeks two things in life.That is:

Seek Happines Avoid Pain (S.H.A.P.)

Some people will seek short-term happiness and try to ignore the possible long-term pain.

For example:

• Smoking
• Taking short cuts at work
• Not studying for examinations

Ethical management:

Ethical managers will not just respond to legal requirements or indeed to the principle of preventing

accidents. Instead, they will respond to everyone's desire of seeking happiness and wanting to avoid

pain (SHAP). They will commit themselves to doing their best to ensure that all of their

.organisation's employees have a good quality of life not only during their working career, but also in their retirement. This means correcting the things that can debilitate people, mentally and physically, over a period of time.

Good managers will always remember:

Everyone has an invisible notice hanging round their neck saying "make me feel important"

 

E4.2actures influencing safety culture

Tangible outputs or indicators of an organisation's health and safety culture

There are both negative and positive types of indicators both for employees and management

Negative indicators that are above the average for the particular industry:

• Numbers of accidents
• Absenteeism from works
• Sickness rates
• Staff turnover
• Non-compliances to safety management systems
• Complaints about working conditions
• Poor industrial relations

Negative indicators within management activities:

• Constant reorganisation
• Changes in management personnel and style of management
• Different approaches and types of managers
• Critical management with no recognition of effort or achievement
• Uncertainty and fear of down sizing or redundancy
• Unrealistic goal setting or goal-posts constantly moved
• Poor industrial relations

Positive indicators that are above the average for the particular industry:

• A clean, pleasant, safe and well designed place of work
• Excellent housekeeping standards
• A good safety culture throughout the workforce
• Ongoing risk assessments as an integral part of work activity management
• Quality management throughout all areas
• Good industrial and personal relationships
• A profitable organisation with a sound market base where everyone shares in the benefits
• A workplace where accidents are alien

These are all examples of safety culture climatic indicators.

Where everyone; staff, contractors, customers and the local community are proud to be associated with the organisation and have a commitment to the organisation

Where the health and safety policy is to do the maximum that is reasonably practicable to achieve and not the minimum so far as legal standards are concerned.

A safety culture must be observed as a commitment from the top management. The further up within a management structure we find pockets of low culture the more serious the problem.

Positive leadership and leading by example will determine health and safety standards in any workplace.

Effects of human and ·organisational factors on health and safety culture

Human factors

There are two main factors to be considered with regards to humans. These are physiological

issues and psychologicalissues.

Physiological issues relate to the physical ability and limitations of humans and psychological issues relate to the strengths and weaknesses of the human mind along with the things that stimulate and debilitate people's minds.

E4.3 Factors influencing safety related behaviour

Comfort zones

Humans are creatures of habit and their ability to work efficiently and safely are disturbed when they are taken out of their comfort zone. This can be the case in terms of environmental, organisational, work activity and relationship issues.

Compatibility

What is important is that working environments, equipment and systems of work should be designed compatible with human requirements rather than humans having to do the accommodating. Consideration must be given to:

Environmental factors that include:	Organisational factors that include:	Job factors that include:
Spatial requirements	Personal relationships	Illogical design or purchase o equipment
Ambient working temperature	Autocratic/threatening management	Poorly maintained equipmen
Humidity levels/purity of air	Poor or unsafe planning/ systems of work	Constant perceived danger or lack of danger
Plant movement	In-adequate.communications	Working beyond capacity or capability
Colour schemes	Role ambiguity/work pacing	Vegetation of skills
Cleanliness	No feelin of belonging or ownership	Repetitive nature of work
Housekeeping standards	Responsibilities	Comparison to machines
Size of organisation	Threat of redundancy	Quality controls
Lighting standards	Lack of job satisfaction	Obsolete plant
Noise	No prospects	No initiative required
Dangers in the workplace/activities	Poor/lack of communications	Poor operative for job selection criteria

In all of the above, relationships are important. For example:

• The relationship of an employee with their fellow employees and line managers
• An employee feeling that their needs are being ignored and neglected by those who design and layout workplaces and systems of work, purchase plant machinery and tools or make corporate management decisions
  All of these factors contribute to stress that can affect the ability of employees to perform at an optimum level of performance both in terms of quality and safety.

E4.4 Improving health and safety culture

By line management's leadership and example

As already stated, the further up the line management hiearchy we find low pockets of safety culture, the more serious the problem. lt is therfore imperative to ensure management at the very top level of an organisation are aware of the benefits that can be derived from developing a good safety culture. Once this has been established, a programme can be put in place to bring about the changes necessary to improve, sustain and develop the culture in which management lead by example.

Weakness can be developed into power through using stimulating rather than debilitating vocabulary. For example

Using stimulating words and phrases like 'please' and 'thank you', remembering to praise conformance to good standards as well as adequately dealing with non-conformances.

Implementing a programme to develop the items mentioned in the latter part of paragraph E4.3 above.
To develop the programme will require personnel with skills and competence in motivational concepts. lt may be worth organising information briefings and training sessions for line managers in such skills before embarking on the programme.

One person who has a vital role to play is the safety practitioner whao must become, if not already, a stimulator rather than a debilitator by their attitude and demeanor in faciliating and co-ordinating the development of a healthy up-beat safety culture. To do so will require new thinking and concepts that will require imaginative thoughts that are then put into action. This is called 'Vision Management'.

Improvements can also be made by gaining a greater understanding of the pressures that employees have in their daily lives.

For example:

Family demands/relationships	Health	Finance	Insecurity
Insolvency	Tests and check-ups	Inadequate housing	Localculture
Continual demands	Traumas	Sex	Physical danger
Diet/physical stature	Special needs or phobias	Race/religion	Traveling

Effective communication within the organisation

Whilst the organisation and line managers cannot solve everyone's life pressure problems they should at least take cognisance of the fact there may be a reason for a sudden unexplained down turn in an employee's attitude or diligence at work.

Organisations should recruit personnel with the required characteristics for the-job they will
can then develop their competences through a programme of professional

development consisting of information; instruction and training that will encourage them to have confidence in their ability and a sense of belonging.

Effective communication within the organisation:

Communication can be carried out in many ways.

For example:

a) From person to person

• By the spoken word, accompanied by voice inflections. This can be stimulating or debilitating. This type of communication can be individual or colleCtive by means of meetings or toolbox talks where everyone is encouraged to participate.
• By the written word, which can be authoritarian, encouraging or threatening. E.g. notices, posters letters, handbooks etc.
• Through body language and facial expressions By individuals
• By secondary action, i.e.ignoring or bypassing a person. b) By visualaids such as Films, videos, CD's etc.

Training

Physiological factors

When developing training courses it is important to understand:

• That people differ physically from one another is especially obvious just by looking at them.
• That our physical ability increases as we grow from child to adulthood and then begins to decline, as we get older.
• Senses such as feel, smell, hearing and sight are also different in individuals and again deteriorates with the aging process. That differences are also present in the ability of humans
  is also a commonly recognised fact.

The full importance and nature of the variation amongst people however is not generally
appreciated. Many believe that practice makes perfection; yet no amount of practice on the part of one person will make them as proficient in their work as a little practice will make another.

We also classify people as bright or dull, good or poor workers, easy going or hot-tempered. The implication in each of these pairs is that a person falls into either one of two categories. The reasons could be in many instances related to organisational work factors. For example:

• The employee is not given any stimulation by being involved in decision making.
• Their job is dull and uninteresting.
• Their job is above, or below, the employee's capability or capacity to perform.

In industry it is common practice to pay employees by the hour. This implies that a person's time is what counts rather than how much they accomplish. Paying for time encourages employees to put in their time rather than to produce according to their ability. This can debilitate people and does
not stimulate them to work efficiently.
Everything we do, say or think will either mentally stimulate or debilitate us. In addition everything

we say or do to other people has the same effect. lt is important that all line managers, and indeed safety practitioners, ensure that they stimulate rather than debilitate their work colleagues.

When training it must also be remembered that the human mind cannot think of two things at the same time and that this fact lies behind quite a number of accidents. For example you always remember a rung is missing when climbing a ladder but it's completely forgotten by the time you are coming down.

Motivational factors

Motivational factors will stimulate a person to action.

Examples are:

Praise for good conformance	Possibility of promotion	Incentive schemes
Emergencies	Peer group pressure	Threats

Attitude

This is our perceived thought about any particular subject that will influence our judgements and decision-making. For example:

Statement is made to a person

And is then filtered through their Attitude to a particular subject

Then the person will make a pronouncement that has been influenced by their Attitude
This highlights the need to try and influence a person’s attitude to be more favourable to what we are about to say before we make a statement to them. There are a number of different ways in which a person’s attitude can be influenced, for example:

• Facts or examples

i.e. stating facts that will be influential to the receiver of the information.

• Feeding their ego

Praising their attitude or common sense or acknowledging their expertise before you start.

A person will always be more influenced by their own thoughts rather than by the thoughts of others. This requires giving them scope to change their position/attitude.

There are two components that combine to influence a person's attitude. These are: )

Cognitive (learned) ingredients. These are based upon fact, knowledge or experience or beliefs. This latter ingredient is perhaps deeply ingrained and therefor most difficult to change.

Immediate response ingredients: These are based upon a person’s immediate attitude to the fact implanted into their mind.

Perception

This is the way in which people interpret their environment and relationships. lt includes their perception of what is hazardous, constitutes a risk, is dangerous or what is safe. There is a correlation between a person's perception and past experiences as well as their biological and psychological needs.

In perception the mind more readily identifies and evaluates immediate dangers as against the type of dangers associated with long term or slow injuries. For example the perception of a prehistoric man like Fred Flintstone would have identified the dangers associated with being confronted by a sabre tooth tiger much more readily than the hazards associated with food or personnal hygiene. Perception is often based upon past experience.

Remember:

Experience is what we get when we did not get what we -expected

The child that touches a hot stove did not get what they expected, but they learn, don't touch stoves, they are hot and burn!

The child's perception of dangers associated with stoves is now a defense against the possibility of being burnt.

Idiots never learn from experience, wise people do but the really wise people learn from the experience of others.

Personality

Personality includes characteristics that are inherited or evolved. Inherited ones can be temperament, emotions or traits and include whether the person is introvert or extrovert by nature. While some of these characteristics can be altered, they are often deep-rooted and difficult to change although not impossible.

By effective communications

• ChC:Jnging the style of in-house communications (verbal, written and graphic) by making them up-beat and optimistic rather than down-beat and pessimistic.
• Making the health and safety notice-boards and propaganda attractive and interesting rather than dull and boring

None of us know as much as all of us!

• Making dialogue with the work-force a two way affair where open management prevails and management listens as well as imparts.

Remember:

• Actively encouraging employees to participate through work and safety committees as well as asking for feed-back on how things are perceived by the work-force pro-actively before changes are made

E4.5 Internal and external influences on health and· safety management

Internal influences of health and safety culture

These come from:

• Individual job activities and organisational factors
• The influence of peers
• Sense of belonging or not belonging
• Sense of ownership or achievement
• Perception of risk and danger
• Sense of being appreciated and use of motivational language

External influences on health and safety culture

These come from:

• Society in general and local·environs
• Statutory legislation and standards of enforcement
• Civil case law
• Insurers
• Trade associations
• Trades unions
• Shareholders
• Economics or trade down sizing

Training requirements

• Ensure training is relevant and available where and when required. For example when:
• New employees join the organisation
• Personnel are promoted or change jobs
• Refresher training
• New legislation is invoked
• New work systems, processes, machinery or technology are introduced
• Additional training is identified following an accident investigation

All training should be reviewed and up-dated as required and properly focussed with feedback on benfits in terms of:

• Work being less stressful
• Work becoming part of each employee's comfort zones
• Productivity and human relations improving in the workplace
• The workforce feeling part of the management system of the company
• Enhancement of the organisation's health and safety·culture.

Typical Examination Questions based on Element 1.3 Organising for health and safety

1. (a) List FOUR categories of persons, other than employees, to whom an employer owes a duty to take reasonable care.
   
   (b).Outline the procedure that an organisation may adopt in order to ensure the safety of visitors to its premises. (6)


2. (a) Outline the duties placed on an employer towards employees under the Health and Safety at Work etc. Act 1974 (10)
   
   (b) Outline an action plan which would help ensure that the employer complies with these duties. (10)



3. Outline the functions of a safety representative as stated in the Safety Representatives and Safety Committee Regulations 1977. (8)
   
   
4. Outline the topics that may be included on the agenda of a health and safety committee meeting. (8}
   
   
5. In relation to the Health and safety (Consultation with Employee) Regulations 1996
   
   identify:
   
   (i) The health and safety matters on which employees have a duty to consult their employees. (4)
   
   (ii) Four types of information that an employer is NOT obliged to disclose to an employee representative. (4)



6. (a) Explain under what circumstances an employer must form a safety committee (2)
   
   (b) Explain why a health and safety committee could be ineffective. (6)

Answers :-

E3/1
(a) Categories could include, visitors, contractors, members of the public, trespassers.
(b) Procedures could include: Visitors signing in/out, badge system, Provision of instructions and information, restrictions from dangerous areas, escorting visitors at all times, checking for special needs.

E3/2
(a) Section 2 of the HSW Act'74 requires the provision and maintenance of safe plant, systems of work, articles and substances as well as the provision of adequate information, instruction, training and supervision.

(b) Reference should be made to provision of resources, defining responsibilities, assessing risks, identification of training needs, setting targets and time-scales, monitoring and ensuring adequate consultation.

E3/3
Do not confuse rights of representatives with their functions which are:

• Investigating potential dangerous situations and incidents affecting the wellbeing of employees
• Dealing with complaints from employees on health and safety matters
• Representation and consultation with employers on behalf of employees
• Making representations to employees on matters concerning the wellbeing of employees and on general health and safety issues
• Representing employees in workplace consultations with enforcing authority inspectors
• When appointed attending at safety committee meetings

E3/4
Topics could include:

• Review of recent accidents
• Review of proactive monitoring such as safety inspections and audits, statutory examinations of plant
• Reviewing health surveillance requirement and availability
• Review of visits by enforcing authorities
• Considering new or pending legislation, APCOP, Guidance notes or trade articles.
• Consideration of consultation with staff and questions etc. raised by staff
• Reviewing any changes that can affect safety issues
• Training and educational needs and availability
  

E3/5

(i) Introduction of measures that may substantially affect the health and safety of employees
The arrangement for appointing or nominating competent persons
Any health and safety information the employer must provide to employees
The planning and implementation of safety training
The health and safety consequences of introducing new technology, work shifts or patterns
(ii) Not obliged to disclose to employees:

• Personal health or medical records of specific individuals
• Information regarding national security
• Information not related to health and safety issues
• Where the information would contravene a statutory prohibition imposed on the employer
• Information obtained by the employer in connection with court proceeding
• Information that could damage the employer's business interests
  

E3/6
(a) Where they are requested to do so by two or more trades union appointed safety representatives
(b) Lack of:

• Commitment or motivation by members
• A formal agenda
• A good chairperson
• Expertise among member$
• Input to decision making
• No direction or remit

Organising for health and safety

The intention of this post is to aide readers in gaining an understanding of the legal and organisational health and safety roles and responsibilities of employers, managers, supervisors, employees and other relevant parties. Also to apprieciate the requirements placed on employers to consult with their employees.

3.1 Legal and organizational health and safety roles and responsibilities

To their employees

The employer has corporate and non-corporate duties of care for employEZes at common law and statute law. These duties are very similar although they are set out in more specific details under the Act.
In essence the statutory duties under section 2 of The Health and Safety at Work etc Act 1974 are that Employers must take all reasonable care to safeguard the health, safety and welfare of their employees. In particular this means providing and maintaining:

• Safe plant and systems of work.
• Safe handling, storage, maintenance and transportation of articles and substances associated with work.
• Adequate selection of employees and thereafter providing sufficient information, instruction, training and supervision.
• Safe places of work including access and egress to and from the workplace
• Safe working environments and adequate welfare facilities.

Implementation

To implement these duties of care employers require having a good safety policy that branches out into management controls such as those specified in element 2 paragraph 3 Organisation and Arrangements.
Duties to others
Employers have statutory duties placed on them under sections 3 and 4 of The Health and Safety at Work etc. Act 1974 towards persons other than employees, That is:

• Contractors who are commissioned to carry out work

Implementation

This duty can be implemented by initially validating contractors as having the skills and resources necessary to carry out the work they will be contracted to do. Thereafter by giving them clear and unambiguous information, instructions within an induction training session to fully understand when on site what is required of them, as well as specific hazards and safety arrangements applicable to them. Thereafter their work should be subject to regular safety monitoring to ensure compliance.

• Visitors to siteor premises

Implementation

All visitors must be signed on and off site, and where reasonably practicable always accompanied by a member of staff. They should be given sufficient and adequate information about the safety arrangements in place including emergency arrangements. It is important for the reception staff to ascertain if visitors have any special needs or requirements in order that these can be embraced in the safety arrangements for the visitor's wellbeing. They should also be informed of specific dangers and safeguards on site and of any restrictions on entry to dangerous areas.

• Self employed personnelwho are contracted for services

Implementation

Self employed, sub-contractors and delivery personnel must all be made aware of the hazards and arrangements that are in place to ensure their safety and the safety of other persons their work may cause danger to.

• Trespassers who come on site (deliberately or inadvertently)

Implementation
This duty requires employers not to deliberately set traps that could injure trespassers. This must also covers children who deliberately or inadvertently stray onto their premises. This also requires where adequate fencing to be in place where danger exists.
If a trespasser fell down an unguarded hole this would be seen in the same light as though it were an employee.

• The general public including the elderly and persons with special needs

Implementation

When dealing with the safety of the public it is important to remember that the public is made up of all types of people such as:

• Children who are extremely inquisitive with no sense of danger
• Elderly people who may be frail and easily confused
• Physically challenged persons, for example, partially sighted, hearing deficiencies, degraded mobility etc.
• Mentally challenged persons, who may not think like others
• People who cannot read
• People under the influence of alcohol or drugs
• Vandals

The last two groups are not only a danger to themselves but can deliberately set out to injure others.

The responsibilities of Directors and Senior Managers

Directors and senior managers require embracing corporate and individual responsibilities for ensuring the safety policy and corporate arrangements made thereunder are integrated into the management structure and arrangements in their departments.
This includes ensuring:

• Adequate financial resources are included in budgets for health, safety and welfare arrangements
• All line managers have been given sufficient information, knowledge and training to understand explicitly their contractual, corporate and personal duties of care when carrying out their job accountabilities
• That personal appraisals specifically considers accountabilities for health, safety and welfare issues

The responsibilities of middle managers and supervisors

Middle managers and supervisors must fully understand and be committed to ensuring health, safety and welfare matters are adequately and timeously dealt with as an integrated part of activities in their sphere of operation.
This includes ensuring:

• All staff under their jurisdiction are competent and diligent in carrying out their duties in a safe manner and within the framework of instructions and guidance given in training and company practices and procedures
• That compliance with duties of care is praised and non-compliance adequately dealt with
• That accidents and near miss incidents are recorded and given due care and consideration and where necessary action invoked to avoid recurrences
• That pro-active and reactive monitoring is carried out to identify any non-conformances to or of the management system with appropriate action taken

The health and safety practitioner, 'appointed person/s' and similar persons with primary health and safety functions

In each case such persons must have sufficient and satisfactory knowledge and personal skills to be able to carry out their functions in a proper manner.
The functions of such persons are to give reasonable, logical and competent advice and assist all personnel in the organisation, particularly directors and all line managers by helping to facilitate and coordinate health, safety and welfare issues in a satisfying manner.

All employees

All employees include everyone from the most senior executive to the most recent addition to staff. Obviously, the more senior the person, the more accountability and responsibility are placed on them.
Sections 7 and 8 of The Health and Safety at Work etc, Act 1974 places duties on all employees to:

• Take all reasonable care for their own health and safety and the health and safety of anyone who may be affected by their acts or omissions.
• Co-operate with their employers to meet legal obligations.
• Neither intentionally nor recklessly interfere with or misuse anything whether plant, equipment or methods of work, provided by their employer to meet obligations under this or any related legislation.

These duties have been extended and detailed by Regulation 14 of the Management of Health and Safety at Work Regulations 1999.

In practice this requires

Employees under these Regulations to notify their employer, or those they appoint to assist them with health and safety matters (for example, the company safety practitioner), without delay of any work situation that might present a serious and imminent danger. Employees should also notify any shortcomings in the health and safety arrangements, even when no immediate danger exists, so that the employer can take r medialaction if needed.

Persons in control of premises

Landlords or persons in control of premises are required by section 4 of the Health and Safety at Work etc. Act 1974 to ensure the means of access and egress is safe for those using their premises.
Section 5 of the 1974 Act relates to emissions of noxious or offensive substances into the atmosphere.

Duties of self-employed persons

Section 3(2) of the Health and Safety at Work etc, Act 1974 imposes a duty on self-employed persons 'to conduct his business in such a way as to ensure so far as is reasonably practicable that he and no other persons who may be affected by his acts or omissions are not unduly exposed to risks to their health and safety'.
These duties are similar to those imposed on employers with the provision they do not require a written safety policy.

Duties of those involved in the supply chain

Section 6 of the Health and Safety at Work etc, Act 1974 imposes duties upon designers, manufacturers, importers, installers and those who hire out plant and equipment to ensure, so far as is reasonably practicable, that the articles or substances for use at work are safe when being properly used.

Implementation

This section of the act imposes duties on all those involved in the supply chain that provides articles and substances to be used at work.
Sufficient research and tests must be competently carried out to validate and ensure substances and articles for use at work are safe when being 'used' in the widest sense; that is used in a reasonably foreseeable and responsible manner. Research and tests can be carried out in-house provided the expertise and independence from business pressures are present. An independent competent authority can also carry out the research and test requirements.
Information about the use to which an article or substance was designed, including any necessary conditions of use to ensure health and safety, must be supplied with the article or substance.
Anyone installing an article for use at work must ensure so far as is reasonably practicable, that nothing about the way it is installed or erected makes it unsafe or a risk to health when properly used.
Manufacturers must ensure quality controls are in place to ensure compliance with design criteria. Importers are legally responsible for the validity of imports.
Hirers of plant and equipment must ensure the plant is in good working order and complies with all statutory requirements.

Relationship between client and contractor

It is important when contractors are working on site that there is a mutual exchange of information and requirements in both directions.

1. What the client requires from the contractor

• The contractor conforms to certain safety requirements including provisions for protecting the client's employees and the public from hazards associated with the work to be undertaken. In order to enforce these requirements it is important to spell them out in the contract documents, (this makes them binding), otherwise they are merely loosely enforced agreements.
• The contract should also require the contractor to put in place a safety management system that the client reserves the right to monitor at random.
• Under no circumstances should a company undertake superv1s1on of the contractor's employees. The usual procedure would be to point out matters of safety to the contractor's site manager so that he can exercise control.

2. What the contractor requires from the client

The contractor should request information about:

• Any latent hazards on site that may not be commonly considered or easily identified or appreciated.
• Any special restrictions on working hours or other requirements that must be taken into account during the contract.
• Security arrangements.
• Delivery arrangements for plant machinery and other supplies.
• Arrangements for the siting of storage and site offices.
• Any shared welfare facilities that may be available.
• Accident and incident protocols (for example the various notification to whom etc.).
• A named client contact person who will be the liaison person for the duration of the contract.

Shared responsibilities in joint occupation of premises

Where there is joint occupation of premises it is imperative that co-ordination and co-operation takes place between the parties concerned. Having the property managed or factored by an externalagency is a good way of dealing with this.
In this way each occupant is responsible for their part of the premises and the factor, or property manager, arranges for building services, welfare arrangements, jointly used parts of the building and security arrangements to be maintained in good order.
The factor or building manager would hold regular meetings with the occupants to discuss any relevant matters including emergency arrangements and evacuation drills.

3.2 . Consultation with employees

Rights of employees

The Safety Representative and Safety Committee Regulations 1977 provided a set of entitlements to consultation to nominees (safety representatives) of recognised independent trade unions. They gave the right to safety representatives to make a number of inspections, to consult with the employer and to receive information on health and safety matters. The Regulations also provide for training, time off with pay to carry out the functions of safety representation and the right to require the employer to form a safety committee subject to certain requirements.
The Health and Safety (Consultation with Employees) Regulations 1996 apply in organisations that have employees not represented by trade unions. They require employers to consult with their employees on matters that affect, or could affect, their health and safety.
Basically they give the same·rights to non-union personnel as those given to trade union members by the previous Regulations. In some instances they expand or reinforce previous duties.

The duties of employers

The duty of employers is to consult with employees in good time on matters relating to their health and safety at work.
NB. 'In good time' means consultation so that the employee's views can be taken into account before decisions are taken.

In particular consultation regarding

The introduction of any measures at the workplace that substantially affect the health and safety of employees.
NB. The employer must provide enough information to allow employees to understand:

• What the likely hazards and risks arising from their work or changes to their work are.
• The measures in place or about to be introduced to deal with the hazards/risks.
• What employees ought to do when encountering hazards/risks including what to do in an emergency?
• The employer's arrangements for the appointment, or nomination, of persons to assist in carrying out risk assessments under the Management of Health and Safety at Work Regulations 1999.
• Any healttl and safety information the employer requires to provide under relevant statutory provisions. For example, the written safety policy and arrangements.
• The planning and organisation of any health and safety training the employer is duty bound to provide under statutory provisions.
• The health and safety consequences for employees from the introduction of new technologies into the workplace.

Note: Information and instruction are what is required to be given during training while consultation is the necessity to listen and take account of the views of employees. This latter requirement may take the form of appointing safety representatives and a safety committee

Employers have a choice on how to consult

For example:

• Consult through one or more freely elected representatives of the workforce.
• If no elected representatives are appointed, consult directly with the employees
• NB What matters is that employees, or their appointed representatives are made aware of:
• When their views are being sought regarding health and safety issues.
• Their rights to take part in discussions on all questions relating to their health and safety.

Safety representatives are entitled to:

• • Adequate training (in-house or external).
• • Time off with pay to carry out their functions, or to attend training.
• • Adequate facilities to allow them to carry out their functions.
• • View specific documentation which concerns health and safety issues. Information need not be given to safety representatives on matters that:
• • Personal health or medicalrecords of specific individuals
• • Information regarding national security
• ·· • ·Information not related to health arid-safety issues
• • Where the information would contravene a statutory prohibition imposed on the employer
• • Information obtained by the employer in connection with court proceeding
• • Information that could damage the employer's business interests.

Complaints against the employer concerning refusal to provide or allow time off for training and for not paying for that time are both heard by an Employment Tribunal

Functions of representatives

Safety representatives have functions to:

• Make representations to the employer on hazards and incidents affecting his constituents' health and safety.
• Receive information from the HSE.
• Investigate potential hazards and incidents affecting those they represent.
• Investigate complaints by those they represent.
• Carry out inspections of the workplace subject to the agreement of the employer.
• Attend meetings of a safety committee (if there is one and they are a member of the committee).

Safety Committees

A Company must form a safety committee when requested to do so by two or more recognized trade union appointed safety representatives.
Safety committees should be made up of a number of union appointed safety representatives plus where appropriate a number of elected non-union safety representatives and appointed representatives of management.
An important feature in setting up a safety committee is to draw up a clearly defined constitution and remit and to discuss these with safety representatives. This way, there is no misunderstanding as to what the committee will be doing and everyone knows the ground rules before they start.

Two main features of the constitution should be:

• To clearly define the role of the safety committee as being one of an advisory nature to line management.
• To ensure that the committee does not become bogged down looking at 'things' but rather at areas where the normal day to day management is not coping, or managing non-conformances in working conditions or practices.

For example, the committee should identify all deficiencies as being one of two non-conformances, i.e. either a non-conformance to the management system (someone is not doing the right thing) or, alternatively, a non-conformance of the management system (where the management system does not cope).
Whilst we all accept that accidents are caused by people, we often find, by observing the minutes of
Safety Committee meetings, that the committee is too concerned with 'things' that are wrong and not people's attitudes.
If, therefore, the committee looks at 'things' but observes these as indicative of attitudes, then it will be much more effective in assisting to develop a good safety culture within the organisation.

The following items are important in the operation of a safety committee:

• The committee members should be given adequate training in the job they are doing and also information regarding how the committee will operate. By doing this in advance, we will deal with issues before they become emotive
• Safety committees should meet on a regular basis.
• Members of the committee should be identified to the workforce in order that they may be communicated with.
• Members of the committee, in small groups, should carry out sliced safety audits and report their findings back to the main committee.
• The committee should consider accidents and near-miss incidents which could have resulted in serious injury and recommend to the company action, where action could be taken, to prevent a recurrence.
• The committee should review and consider any new legislation or court actions relevant to the company's business.
• The committee should keep minutes and distribute them as required as soon after the meeting as possible.

The committee should work to a formalised agenda. This could be standardised as follows:

1. Opened by the Chairman
2. Attendancetaken
3. Apologies
4. Minutes, as distributed, approved
5. *Any other competent business (this would be added below at item 10)
6. Agenda approved
7. Business arising from minutes
8. Safety report by the company
   (NB: this could be by the Safety Advisor of the company and could include accident statistics, reports and actions taken to avoid recurrences etc.)
9. Correspondence, including reports from sliced audits, new legislation, complaints made by employees to safety representatives, applicable court cases or from sub­ committees appointed by the committee.
10. Any other business (added from item 5 above)
11. Date of next meeting
12. Close of meeting

* By asking for any other business.early in the meeting it:

• Makes members think about things they wish to bring to the committee before they come to the meeting, rather than just re-acting to business as it is discussed.
• Allows the chairperson to allocate time for important items rather than 'other business' beif!g added as the meeting progresses.

It is also recommended that the company safety advisor chair the safety committee.This is because:

• As safety advisor they can be seen to be neutral and independent.
• It takes a senior manager away from the position of making instant decisions.

Remember:

'OUR SECOND THOUGHT ABOUT ANYTHING TENDS TO BE BETTER THAN OUR INSTANT ONE'

The proper structure and use of a safety committee will ensure effective relations between management and staff through their Safety Representatives.

NCC2: Construction health and safety practical application Part III

This Post follows on from a couple I posted a few of months ago for NCC2, this takes it to the final stages where we have to complete the practicle observation walkaround and then prepare a writtenn report to management

NCC2: Construction health and safety practical application Part I

NCC2: Construction health and safety practical application Part II

Sample report

Important Notes:

1. This report is not the only way that can be used to write your report, merely an example of what would obtain a good pass.


2. All defects noted should be chronologically numbered. This will allow for easy reference to items in when writing the report to management.


3. If you are carrying out inspections in more than one area, please start a new observation sheet for each area.


4. Number pages as in the sample report.


5. Please ensure your writing is reasonably legible and leave a space between each paragraph.


6. Do not attempt to re-write your observation sheets in the time that you are given to write your report to management. If you do, you will run out of time.


7. The observation sheets used in this post are similar to those you would be given during the actual inspection.


8. You will be supplied with a several headed sheets of paper. Ensure you complete the headings required.
   


9. We recommend that you number each item so that you may refer to it in your report tomanagement.


10. It is anticipated that the following sample report would receive reasonably good marks in all section

  

NATIONAL CERTIFICATE IN CONSTRUCTION HEALTH AND SAFETY	Practical unit marking sheet
Unit NCC2 — CONSTRUCTION HEALTH AND SAFETY PRACTICAL APPLICATION		Sheet number ___of_
Candidate name	Candidate number C
Place inspected	Date of inspection

Observations		Priority/ Risk	Actions to be taken (if any)	Time scale
List hazards, unsafe practices and good practices		(H, M, L)	List all immediate and longer-term actions required	(immediate, 1 week, etc.)
1 The guard on lathe No.4 was lying on an adjacent bench		H	Replace guard and instruct the operator it must not be removed	Immediate
2 Tools and waste were lying on a side bench		L	Tools should be properly stored and, Waste put into a waste receptacle	Immediate One week
3 Empty cardboard boxes were lying around on the floor		L	Remove boxes to store or to waste skip as appropriate	One week
4The local exhaust ventilation(LEV) was not properly  connected to the bench grinder		M	Secure the LEV to the grinder and instruct the supervisor to be vigilant and ensure it is always connected	Immediate
5 A pool of oil was on the floor next to drill number 4		H	Clean up the oil and speak to the operator	Immediate
6 The earth wire to the                electric welding booth table is broken		H	This should be connected at once Efforts should be made to enquire if this was due to lack of knowledge or negligence.	Immediate Two weeks
7 Tins of solvents were lying vented to atmosphere		M	These should be removed or capped Operators should be instructed this must not recur.	Immediate One week
8 The Forklift truck was blocking access to a fire point		L	The driver should be instructed to move the truck to a safe parking place, given the reason why and told not to park it in such a position again.	Immediate
9 The guard on drilling machine No.12 was hanging loose on one bolt		M	Secure the guard. Enquiries should be made as to why it was not reported	Immediate
10 Oil was being stored in two mineral bottles		L	Remove the bottles Employees should be reminded that This practice is unacceptable  and given the reasons why.	Immediate
11The visual panel on milling machine (No.9) was cracked		L	The guard should be repaired. Enquire from the operator when this had happened and if it had been reported	One week Immediate
12 A pallet was partially blocking a passageway		L	The pallet should be removed and the forklift  driver informed not to block passageways at any time	One week
13 An obsolete Factories Act 1961 poster was on  display. Other notices    were noted for their  absence		L	Remove the obsolete poster. Replace other statutory and information posters as required.	One month
14 Cigarette ends were observed on the floor of the flammable goods store		H	An investigation should be initiated to find out who was smoking and appropriate action taken. Supervisors should be reminded they are expected to be vigilant and spot such unsafe practices	Immediate
15 The lighting above the variable speed turning lathe is  undiffused fluorescent lights		M	This type of lighting could cause a stroboscope effect on moving parts and should  either be defused or replaced.	Two weeks
16 Cans of paint and empty oil containers had been dumped in the skip for ordinary waste.		M	Remove these cans and drums and have them taken away as hazardous waste by a specialist waste removal company. Instruct staff this must not happen again.	Immediate One week
17 Damage safety goggles and gloves were lying around at  random throughout the machine shop		L	These should be removed. Staff reminded of their legal duty to take care of their PPE.	Immediate One week
18 Various hand-tools were lying around damaged. Files  were  observed with no handles on them		M	Such tools can be dangerous to use and should either be scrapped or repaired. Staff should be reminded of their duty of care	Immediate One week
19 Storage racking had obviously been hit by the forklift truck		L	The racking should be repaired and inquiries made  as to why the damage had not been reported. Consideration should be made as to whether  the driver should be disciplined or trained.	One month

Note: Start a new sheet for each location visited, but continue the number sequence of observations.

Report to Senior Management

Candidate name _________________________________ Candidate Number C___________

Place inspected  _________________________________ Date of Inspection ____ /___ /____

Introduction:

This inspection was carried out to identify:

• Hazards and potentially dangerous situations and areas


• Breaches of statutory or common law duties of care


• Time-scaled recommendations in order to appropriately deal with the hazards, dangerous situations and breaches of legislation identified

The inspection was carried out at a time when no work was being undertaken; therefore observations are only made on the conditions observed at the time of the inspection and any reasonable assumptions that can be made as a result of the observations.

General Observations:
Generally the safety standards observed throughout the premises inspected were reasonable and displayed a good degree of general safety practices and awareness. However there were a number of deficiencies noted mostly of low risk, which are indicative of a certain degree of slackness both in terms of safety supervision and of diligence amongst the workforce.
Observations and recommendations on the necessary action to be taken by local managers and supervisors are shown on the appended observation sheets.
There were two items noted that required immediate attention because of the nature of the hazard and the imminent nature of the associated danger. These are highlighted on the inspection sheets. In each case the deficiencies and recommendations were immediately made known to the local manager for his/her attention.

1. The earth wire on the metal table in the electric welding booth was broken
This is a breach of the Electricity at Work Regulations 1989 and could have resulted in a prohibition notice being served and a criminal prosecution being undertaken against both the company and/or individual members of management or staff (see item 6 on the observation sheets).

Recommendation

Whilst this particular incident may have received immediate attention it is recommended that the supervisor be instructed to ensure no recurrence of this type of incident takes place.



1. Cigarette ends on the floor of the flammable goods store.

Smoking in this area could well result in an explosion. The condition of the cigarette ends suggests that this was no isolated incident. The smoking shows a blatant disregard for the 'No Smoking' notice that is prominently displayed (see item 4 on the observation sheets)

Recommendations:

As these cigarette ends were easily observed it should also have been obvious to supervisors who should have taken appropriate action to deal with the situation. It is recommended that supervisors be reminded of their need to be vigilant for such offences. Also a general notice be displayed warning that such smoking is a serious safety violation that will result in severe disciplinary action.

Other Deficiencies:

As shown on the observation sheets there were a number of other items that require your attention.
These can be grouped as follows:
Housekeeping: Items 1, 2, 4, 21, 22 & 25 on the observation sheets

Whilst the overall housekeeping standards were reasonable there were a number of items lying around and other situations that required attention.
Housekeeping is often indicative of the safety culture of an organisation and gives first impressions to visitors such as HSE inspectors, insurance personnel or customers.
Poor housekeeping can cause damage to equipment and products and often leads to accidents. It can also constitute a breach of duties of care under The Workplace (Health, Safety and Welfare) Regulations 1992, Section 2 of the health and Safety at Work etc, Act 1974 and common law duties of care.

Recommendations:
On all these grounds it is worth emphasising to employees and supervisors the need for good housekeeping standards to be maintained at all times.

Machinery Safety: Items 1, 4 & 11 on the observation sheets

Deficiencies include missing, loose or damaged guards and local exhaust ventilation. These are all breaches of The Provision and Use of Work Equipment Regulations 1998

Recommendations:
Instructions should be issued to ensure that guards are not removed and defective equipment is reported in order that repairs may be carried out.
There were also no markings on machines to indicate they had been reviewed to ensure they are in compliance with The Provision and Use of Work Equipment Regulations 1998.

Hazardous Substances: Items 7, 10 & 16 on the observation sheets

A certain degree of carelessness was observed with regards to the storing, use and disposal of dangerous substances. This constitutes a breach of The Control of Substances Hazardous to Health Regulations 2002 and The Environmental Protection Act 1990.

Recommendations:
All personnel, especially managers and supervisors should be reminded of the need to adhere strictly to the company policy on the control of substances hazardous to health as it is a requirement of the 2002 Regulations.

Fire Safety: Items 7, 8 & 14 on the observation sheets

There are a number of non-conformances relating to fire safety such as uncapped tins of solvent, fire doors blocked and evidence of smoking. These are non-conformances to the company's own fire precaution arrangements and are in breach of the Fire Precautions (Workplace) Regulations 1997.

Recommendations:
Staff should be reminded of their statutory and contractual duties to comply with fire prevention and protection arrangements.

Personnel Protective Equipment: Item 17 on the observation sheets

There were a number of damaged safety goggles and gloves lying around the workshop. This clearly indicates that employees are in breach of their duties of care to take reasonable care of equipment supplied to them under the Personal Protective Equipment at Work Regulations 1992.

Recommendations:
All employees must be reminded of their statutory duties of care and that if this abuse continues disciplinary action will be taken. It may also be worth discussing this matter at the next meeting of the company safety committee.

Safety Information and Posters: Item 13 on the observation sheets

An old Factories Act poster was on display. This observation indicates a formal procedure is required to renew and review posters around the premises. This could also indicate a breach of the Health and Safety (Safety Signs and Signals) Regulations 1996.

Recommendations:
It is recommended that a procedure be adopted to review and replace as required notices. Obsolete posters reduce the credibility of all notices on display.

Training

It is recommended that some refresher and upgrading training on safety awareness would be an advantage. This could draw the attention of all staff to their statutory, common and contractual duties of care as well as explaining to them good safety practices and the advantages of developing a good safety culture. The training programme should be commenced within a medium time-scale.

Safety Monitoring

This inspection indicates that in the longer term the company would benefit from setting up a safety inspection and auditing system. These audits will be of value in monitoring health and safety compliance with legal requirements and also the safety management system of the company.

Cost of Compliance

Most of the recommendation made can be implemented at little or no cost. In the replacement of equipment costs will be moderate. Whilst safety training will result in some time off work for those attending in-house courses (approximately one half day each) plus fees to tutors the advantages should more than repay themselves over a period of time.

The Benefits

The benefits of implementing the actions recommended will reduce the possibility of recurrence of these types of non-conformances. It will also benefit the company in reducing damage and lost time incidents as well as assisting to improve the overall safety culture of the organisation.

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Marks for the report to management could be reduced for the following reasons:

Item	Marks available	Reason for low marks
Selection of topics management action for urgent	10	Not emphasising the more serious hazards with no attempt to differentiate between trivial issues and important ones.
Consideration of cost implications	5	Unrealistic costs. Better to use statements such as low, medium or high costs with perhaps a general note emphasising the benefits of spending the money.
Identification of beaches of legislation	5	Breaches of legislation not being   correctly identified. Candidates will not be penalised for omitting the dates of legislation or for referring to items of legislation in shortened terms where the full title has already been given. Inaccuracies, in titles, or confusion where over where the legislation applies will lead to lower marks being awarded.
Presentation of information	10	Lower marks will be given for poorly structured, reports where items are not in a logical sequence or more important topics not highlighted.
Effectiveness in convincing management to take action	15	Marks awarded in this section will reflect the marks awarded in the other section. Vague, weak or erroneous statements will not inspire action by management.