– DO

Unit IGC1: Element 3.1

Organisational Health and Safety Roles and Responsibilities

Standards for Organising

Responsibility for ensuring that the workplace is safe and free of health risk rests with the
employer.

As we noted earlier, this responsibility is made clear in:

• ILO Convention C155.

• ILO Recommendation R164.

Reminder – What are the Employer’s Four Duties?

Safe Place of Work

Safe Plant and Equipment

Safe System of Work

Training and Supervision

Employer
The employer carries ultimate responsibility for ensuring that the workplace is safe and free of
health and safety risks.

Ensures the safety of workers and “others”, e.g. visitors and contractors.

Directors and Senior Managers

Directors and senior managers:

– Give an organisation its direction.

– Set its priorities.
 – Allocate resources and appoint competent persons.
– Allocate responsibilities.
– Are responsible for ensuring that all of the legal requirements are met.

Directors and Senior Managers

Directors and senior managers can have enormous influence over their organisation and its
priorities.

The way they are perceived by those lower in the management hierarchy is very important;
they must demonstrate clear commitment and leadership with regard to health and safety.

Middle Managers and Supervisors

Middle managers and supervisors are involved in the day-to-day operational running of the
organisation so are responsible for the health and safety standards within the operations under
their control.

Safety Specialists

Safety specialists (or practitioners) are responsible for giving correct advice to the organisation
so that the organisation can meet its legal obligations and achieve its policy aims.

Group Discussion

Typical responsibilities include:

– Providing advice and guidance on health and safety standards.

– Promoting a positive culture.
– Advising management on accident prevention.
– Developing and implementing policy.
– Overseeing the development of adequate risk assessments.
– Identifying training needs.
– Monitoring health and safety performance.
– Overseeing accident-reporting and investigations.
Typical responsibilities of the safety specialist include:

• Providing advice and guidance on health and safety standards.

• Promoting a positive health and safety culture.
• Advising management on accident prevention.
• Developing and implementing policy.
• Overseeing the development of adequate risk assessments.
• Identifying training needs.
• Monitoring health and safety performance.
• Overseeing accident reporting and investigations.

Workers

Workers have a responsibility to take reasonable care of their own health and safety and that of
other people who might be affected by what they do (or don’t do).

Workers must also

co-operate with their employer on matters of health and safety.

Controllers of Premises

To the extent that they have control, controllers of premises are responsible for ensuring that
the premises are safe to use as a workplace, and that there is safe access to it and egress from
it.

The Self-Employed

The self-employed have responsibilities that are similar to employees’:

• To take reasonable care of their own health and safety and the health and safety of
others who might be affected by their acts or omissions.

Suppliers, Manufacturers, Designers

Designers, manufacturers, importers and suppliers of items and substances form the “supply
chain”.

They have responsibilities to ensure their products are safe.

 Clients and Contractors

If a client can be held responsible for an injury caused by a contractor working for the client
then it must be in the client’s own best interests to ensure that contractors do not endanger
workers or others.

Clients and Contractors

The way that a client manages contractors can be broken down into four key areas:

• Selecting the contractor.

• Planning the work.

• Co-ordinating the work.

• Monitoring the work.

Selecting the Contractor

Things you should check:

• Health and safety policy.

• Risk assessments.

• Qualifications and training records.

• Membership of a professional organisation.

• Maintenance and equipment testing.

• Previous or current clients.

• Accident records.

• Enforcement action.

• Adequate resources.
 Planning the Work

Information to be shared between client and contractor:

• Hazards posed by the site and work carried out.

• Hazards posed by the contractor’s activities.

• Risk assessments.

• Method statements.

Co-ordination of Work

Arrangements between the client and contractor include:

• Ensuring activities don’t conflict.

• Permit-to-work system to control activities.

• Key contacts, e.g. works foreman identified to ensure continuity.

Monitor and Control

Clients must:

• Monitor the work to ensure safety.

The client can:

• Stop the work if it involves unsafe practices.

Auditing against agreed method statements is a good technique.

 Joint Occupiers of Premises

• Employers in shared facilities should communicate to develop appropriate health and

safety standards and appropriate policies and procedures.

• This may include:

- Sharing of procedures, e.g. fire and emergency response.

- Sharing of risk assessments.

- Joint management-committee meetings.

End-of-Section Quiz

1. To whom does an employer owe a duty with regard to health and safety?
2. How can directors influence health and safety?
3. What are the key worker responsibilities?
4. What would you look for/check when selecting a contractor?

1 – own employees to ensure their H&S

- other workers (not employees) e.g contractors

- visitors

- members of the public

2- Directors ensure that:- policy is in place, resources are allocated, the right people are in place
with clear roles and responsibilities, there is a senior manager with H&S responsibility, there
are competent person(s) appointed to advise on H&S, the H&S performance is reviewed. The
directors cascade their vision to junior managers through targets and objectives

3- Workers have a responsibility to take reasonable care of their own health and safety and the
health and safety of other people who might be affected by the things that they do (their acts)
and the things that they fail to do (their omissions). Workers also have a responsibility to co-
operate with their employer (for reasons of health and safety). These duties apply when the
worker is at work.

• A copy of their health and safety policy.

• Examples of risk assessments.

• The qualifications and training records of staff.

• Membership of a professional organisation or certified body.

• Records of maintenance and test for plant and equipment.

• Names of previous or current clients.

• Accident history records.

• Records of enforcement action taken by authorities against them.

• Proof of adequate resources, such as access to specialist safety advice.

Unit IGC1: Element 3.2

The Concept and Significance of Health and Safety Culture

Definition of Culture

The safety culture of an organisation is the shared attitudes, values, beliefs and behaviours
relating to health and safety.

Influenced by:

• Commitment of Management.

• Communication.

• Competence of Workers.

• Co-operation.

Relationship Between Culture and Performance

In organisations with a positive safety culture:

• Health and safety is important to everyone.

• There is strong policy and leadership.

• Managers and directors lead on safety and workers believe in it.

• Health and safety performance is good:

– People work safely.

– There are fewer accidents and ill-health events.

 Relationship Between Culture and Performance

In organisations with a negative safety culture:

• Most feel safety isn’t important.

• There is a lack of competence.

• Safety is low priority.

• Safety conscious workers are in minority.

• Health and safety performance is poor:

– There is a lack of attention to detail and procedure.

– Lack of care and poor behaviour

results in accidents.

H&S Culture Indicators

Poor health and safety culture leads to poor performance.

The following things need to be spotted early:

1. Accident records.
2. Sickness rates.
3. Absenteeism.
4. Staff turnover.
5. Compliance with safety rules.
6. Worker complaints.
7. Staff morale.

The Influence of Peers

In groups, a hierarchy naturally forms:

– Pressure is exerted from the top down.

– Can happen in informal groups, or formal team.

Peer-group pressure can result in:

– “Good people” breaking rules to fit in.

 – “Bad people” coming into line and working safely!

Key is to get the influential people on board:

– E.g. through training.

Factors Promoting a Negative Culture

• Lack of leadership from management.

• Presence of a blame culture.
• Lack of management commitment to safety.
• Health and safety a lower priority than other issues.
• Organisational changes.
• High staff turnover rates.
• Lack of resources, e.g. too few workers, low investment.
• Lack of worker consultation.

• Interpersonal issues, e.g. peer-group pressure, bullying.

• Poor management systems and procedures.
• External influences, e.g. economic climate.

Summary
There is a link between safety culture and performance.
Safety culture can be assessed by looking at indicators.
Certain factors promote a negative safety culture.
Peer-group pressure can result in the individuals changing their behaviour to fit in with the
group.
 Unit IGC1: Element 3.3
Factors Influencing Safety-Related Behaviour

Safety-Related Behaviour

Three significant factors influence worker behaviour:

The individual:

 Personal characteristics.
The job:
 Nature of the job.
The organisation:
 Characteristics of the business.

Organisational Factors

• Safety culture of the organisation.

• Policies and procedures.

• Commitment and leadership from management.

• Levels of supervision.

• Peer-group pressure.

• Consultation and worker involvement.

• Communication.

• Training.

• Work patterns.
Job Factors

• Task.

• Workload.

• Environment.

• Displays and controls.

• Procedures.

Individual Factors

Attitude.

Competence.

Motivation.

Risk perception.

Attitude, Competence and Motivation

Attitude:

– A person’s point of view, or way of looking at something; how they think and feel
about it.

Motivation:

– A person’s drive towards a goal; what makes them do what they do.

– Particular care needed with the use of financial incentives!

 Changing Attitude

• Education and training.

• High-impact intervention ("aversion therapy").

• Enforcement.

• Consultation

What is “Competence”?

A combination of:

• Knowledge.

• Ability.

• Training.

• Experience.

A competent person isn’t just one who is trained:

– Nor is it someone who has been there a long time!

Perception of Risk

Perception – the way a person interprets information detected by their senses:

• Sight.

• Hearing.

• Smell.

• Taste.

• Touch.

Perception – Activity

On the following slide there is a graphic.

You are asked to count the number of squares.

Remember that you can combine squares to make squares!

Perception of Risk

Factors that can affect perception of hazards and risk include:

• Illness.

• Stress.

• Fatigue.

• Drugs and alcohol.

• Previous experiences.

Training and education.

Improving Hazard Perception

• Understand why hazards are not noticed by talking to workers.

• Awareness campaigns/training.

• Highlight hazards, e.g. signs.

• Ensure adequate lighting is available.

• Reduce distractions, e.g. noise.

• Avoid excessive fatigue

 Unit IGC1: Element 3.4

Improving Health and Safety Behaviour Management Commitment and Leadership

Securing management commitment is essential:

– Senior managers provide leadership and motivation.

– Needs clear policy, priorities and targets.

Commitment cascades down through the organisation.

Requires visible leadership.

Group Syndicate Exercise

In groups, discuss the leaders that you have worked with. What made them good (or bad)
leaders, particularly on health and safety?

From here, think about what managers can do to demonstrate their commitment to health and
safety.

Visible Leadership

Demonstrated by:

– Behaving safely themselves.

– Involvement in the day-to-day management of safety - e.g. attending safety

meetings.

– Taking part in safety tours and audits.

– Promoting activities to improve safety.

– Enforcing the rules.

 Disciplinary Procedures

• Sometimes rules are broken.

• Employees may endanger themselves or others.
• Ignoring issues can result in injuries.
• Sometimes it is necessary to use discipline to enforce the rules.

Who Would You Discipline?

1. A supervisor who orders the team to cut corners to save time?

2. A reckless forklift-truck driver?
3. A persistent prankster?
4. An office worker who repeatedly fails to wear PPE when in the factory area?
5. A maintenance worker who doesn’t isolate a machine because the job was only 10
minutes?

Competent Staff

Competence:

– Knowledge, ability, training, experience.

Competent managers:

– Understand the implications of their decisions on health and safety.

– Often a weakness!

Competent staff:

– Enables job to be done safely.

Keeping Up To Date

Essential to be up to date:

– Especially with law.

Various methods, including:

– HSE newsletters – www.hse.gov.uk

 – EU law – http://osha.europa.eu/en/legislation
http://osha.europa.eu/en/oshnetwork/focal-points

– Websites – www.osha.gov/ www.commerce.wa.gov.au/WorkSafe/

– Practitioner publications and subscriptions.

– Conferences.

Effective Communication

● Verbal communication.

● Written communication.

● Graphic communication.

What are the advantages and disadvantages of each method?

Verbal Communication

Limitations

• Language barrier.
• Jargon.
• Strong accent/dialect.
• Background noise.
• Poor hearing.
• Ambiguity.
• Misinformation.
• Forget information.
• No record.
• Poor quality (telephone or PA).
Merits

• Personal.
• Quick.
• Direct.
• Check understanding.
• Feedback.
• Share views.
• Additional information (body language).

Written Communication

Limitations

• Indirect.
• Time.
• Jargon/abbreviations.
• Impersonal.
• Ambiguous.
• May not be read.
• Language barriers.
• Recipient may not be able to read.
• No immediate feedback.
• Cannot question.
• Impaired vision.

Merits

• Permanent record.
• Reference.
• Can be written carefully for clarity.
• Wide distribution relatively cheaply.
 Graphic Communication

Limitations

• Very simple.
• Expensive.
• May not be looked at.
• Symbols or pictograms may be unknown.
• Feedback.
• No questions.
• Impaired vision.

Merits

• Eye-catching.
• Visual.
• Quick to interpret.
• No language barrier.
• Jargon-free.
• Conveys a message to a wide audience.

Broadcasting Methods

How to get the message across:

• Notice boards.
• Posters and videos.
• Digital media
• Company Intranet
• Toolbox talks.
• Memos and e-mails.
• Worker handbooks.
 Co-operation and Consultation

• Often a legal requirement to consult with workers.

• Consultation is a two-way process:

– Managers inform workers of plans, etc. and listen to employee concerns.

Methods of Consultation

Direct consultation:

– Employer talks to each worker and resolves issues.

Through worker representatives:

– Committee is formed to represent workers.

– Regular meetings to discuss and resolve issues.

– Members may have rights in law.

Typical Issues to Consult on

• Introduction of new measures affecting health and safety.

• Appointment of new advisers.
• Health and safety training plans.
• Introduction of new technology.

Co-operation and Consultation

Negative Culture:

• Informing.
• Dictatorial approach.

Positive Culture:

• Consultation.
• Worker involvement.
 What is Training?

Training (in the context of health and safety) is:

“…. The planned, formal process of acquiring and practising knowledge and skills in a relatively
safe environment.”

Training is a key component of competence.

Training Dramatic effect on safety-related behaviour.

Without training, workers try to do their jobs by:

– Copying others (including their bad habits).

– Doing the job the way they think is best.

Training Opportunities:
When Do You Need to Train?

Induction − For new employees.

training

Job change − New hazards following a change in job.

Process − New hazards associated with new ways of

change working.

New − New hazards associated with plant and

technology machinery.

New − Implications of the new legislation.

legislation
 Training Needs Analysis

Factors to be considered include the:

– Type and function of the organisation.

– Hazard and risk profile.

– Accident history of the organisation. There may be statutory training

requirements.

– Level of training previously provided, together with the detail of which

employees have been trained and when.

Post-Training Activities

Maintain training records:

– Who attended which sessions and when.

Carry out evaluation of effectiveness:

– Look for indicators such as:

– Reduced incidents.

– Increased awareness.

– Improved compliance with rules.

Group Activity

Design a health and safety induction training programme for new starters. Consider the
following:

1. What topics should be included?

2. In what order?

3. How long should the induction take?

4. When are you going to do it?

5. What problems might be involved in doing it?

 New Employee Induction Topics

• Health and safety policy.

• Emergency procedures.

• First aid.

• Welfare facilities.

• Safe movement.

• Accident and incident-reporting.

• Consultation arrangements.

• Safety rules.

• Personal protective equipment.

• Safe working and permits.

• Risk assessment system.

 Unit IGC1: Element 3.5

Principles and Practice of Risk Assessment

Legal Requirements
ILO Convention C155 Article 15.

Imposes a duty to ensure a workplace is,

so far as is reasonably practicable, without risk to employees.

Reasonable Practicability

“Reasonable practicability”:

– Balance of cost vs risk of harm.

– Cost is time, effort and money.

Basis of a risk assessment.

Hazard and Risk

Hazard – something with the potential to cause harm.

Risk – the likelihood that a hazard will cause harm, together with its severity.

Hazard Categories

Physical:

– E.g. electricity, noise, vibration, radiation, machinery.

Chemical:

– E.g. mercury, solvents, carbon monoxide.

Biological:

– E.g. legionella bacteria, hepatitis.

Ergonomic:

– E.g. manual handling, repetitive tasks.

Psychological:

– E.g. stress, violence.

Objectives of Risk Assessment

Prevent:

• Death and personal injury.

• Other types of loss incident.

• Breaches of statute law, which might lead to enforcement action and/or prosecution.

• The direct and indirect costs that follow on from accidents.

Risk-Assessors

• Competent people:

– Training, knowledge, experience.

• Team approach is beneficial:

– Workers familiar with tasks.

– H&S specialists.

– Technical specialists.

– Line managers.

– Worker safety representatives.

Suitable and Sufficient Risk Assessment

State the name/competence of assessor.

Identify significant hazards and risks.

Identify persons at risk.

 – Workers and others, e.g. visitors and vulnerable.

Evaluate effectiveness of current controls.

Identify additional controls.

Enable employer to prioritise controls.

Record significant findings.

Appropriate to nature of work.

Proportionate to risks.

State validity period.

The 5 Steps to Risk Assessment

Step 1: Identify the Hazards

Safety

Physical injury:

• Slips, trips and falls.

• Falling objects.

• Collisions.

• Trapping/crushing.

• Machinery.

• Electricity.

• Transport.

• Chemicals.

• Drowning.

• Asphyxiation.

• Fire/explosion.
 • Animals.

• Violence.

Health

Occupational disease or
ill health:

• Physical.

• Chemical.

• Biological.

• Ergonomic.

• Psychological.

Hazard Identification

• Inspections of the workplace.

• Task analysis:

– Analyses job components before the job starts.

• Legislation:

– Standards, guidance documents.

• Manufacturers’ information:

– Safe use, maintenance, cleaning.

• Incident data:

– Accidents, near-misses,
ill health.
Task Analysis

S Select the task.

R Record the stages of the task.

E Evaluate risks associated with each stage.

D Develop the safe working method.

I Implement the safe working method.

M Monitor to ensure effectiveness.

Step 2: Identify the People at Risk

• Workers/operators.

• Maintenance staff.

• Cleaners.

• Contractors.

• Visitors.

• Members of the public

(also trespassers).
Vulnerable Groups

People at special risk:

• Young people.

• New or expectant mothers.

• Disabled workers.

• Lone workers.

Step 3: Evaluate the Risk

It is a measure of the likelihood of harm occurring and the severity of that harm.

Or, to put it more simply: Risk = Likelihood × Severity

Step 3: Evaluate the Risk

• Qualitative (based on opinion)

Uses words to describe likelihood and severity, e.g. high, medium, low, etc.

• Semi-Quantitative

Uses words and numbers to describe likelihood and severity.

Step 3: Evaluate the Risk

Likelihood Severity

1 = extremely unlikely 1 = very minor

2 = unlikely 2 = first-aid injury

3 = possible 3 = lost-time injury

4 = likely 4 = hospital treatment

5 = very probable 5 = disabling injury

Hierarchy of Control

• Elimination.

• Substitution.

• Engineering controls.

• Administrative controls.

• Personal Protective Equipment (PPE).

Guidance and Legal Standards

What does national law require?

• Sometimes, there are very clear regulations and codes of practice to be met.

• Often, there is no set standard in law – but guidance may be available.

• Can you think of who might provide guidance?

Guidance and Legal Standards

• International standards.

• National legislation.

• Industry standards.

• Guidance from regulators.

Residual, Acceptable and Tolerable Risk

If risk is unacceptable, more action is needed.

If risk is lower, it may be tolerable for a short period of time.

If risk is acceptable, the risk is adequately controlled.

Priorities and Timescales

High-risk = high-priority actions.

Low-risk = low priority.

BUT risk and timescale are not the same:

Low-cost, easy actions should be taken, even if low priority.

Medium priority still needs rapid action.

Step 4: Record Significant Findings

Typical content:

• Activity/area assessed and hazards.

• Groups at risk.

• Evaluation of risks and adequacy of existing control measures.

• Action plans for further precautions needed.

• Date and name of

competent person.

• Review date.

Step 5: Review

Significant change in:

• Process.
• Substances.
• Equipment.
• Workplace environment.
• Personnel.
• Law.
If it is no longer valid:
• Accident.
• Near-miss.
• Ill health.
Periodically, e.g. annually.
 Young Persons

• Under 18 (national law).

• Lack of experience.

• Physical and mental maturity.

• Poor risk perception.

• Influenced by peer group.

• Eager.

• Control measures:

• Prohibit certain high-risk activities, e.g. high-risk machinery.

• Restrict work patterns and hours, e.g. no overtime.

• Train and supervise.

Expectant Women and Nursing Mothers

Hazards:

• Certain chemicals, e.g. lead.

• Certain biological agents, e.g. rubella virus.

• Manual handling.

• Temperature extremes.

• Whole-body vibration.

• Ionising radiation.

• Night shifts.

• Stress.

• Violence.
 Disabled Workers

Identify:

• Health and fitness criteria for some jobs:

– E.g. eyesight requirements to drive forklift trucks.

• Workers with known disabilities:

What are the implications of their disability?

Lone Workers

Workers especially vulnerable and more at risk:

• Of violence:

– E.g. prison officer, mental-health nurse.

• If they are injured or ill:

– E.g. confined-space entry.

 Unit IGC1: Element 3.6

PREVENTIVE AND PROTECTIVE Measures

General Control Hierarchy

• Remove the source of the

Eliminate the hazard. risk - the most effective
option.

• Engineering solutions
Create a safe place. provide physical
protection.

• Safe working methods -

Create a safe person. relies heavily on safe
behaviour.

Hierarchy of Control
Elimination.

Substitution.

Engineering controls:

– Isolation, total enclosure.

– Separation, segregation.

– Partial enclosure.

– Safety devices.

Administrative controls:

– Safe systems of work.

– Reduced exposure.
 – Reduced time of exposure, dose.

– Information, instruction, training and supervision.

Personal Protective Equipment (PPE).

Personal Protective Equipment (PPE)

Employers should:

• Supply suitable PPE:

• Appropriate for risk.
• Ergonomic.
• Fits the wearer.
• Doesn’t increase overall risk.
• Complies with standards.
• Ensure compatibility of items.
• Suitable storage.
• Information, instruction and training.
• Enforce use of PPE.
• Replace or repair damaged or lost items
 Personal Protective Equipment (PPE)

Benefits of PPE Limitations of PPE

• Interim control. • Doesn’t remove hazard.
• Some situations • Only protects the wearer.
– only control • Requires good fit.
option. • Relies on wearer.
• Emergency back- • Requires training.
up. • Uncomfortable.
• Cheap (short- • May increase overall risk.
term). • Incompatibility.
• Immediate • Unpopular, so often
protection. unworn.
• Fails to danger.
• No good if wrongly
selected.
• Contamination.
• Expensive long-term.
 Element 3.7

Sources of Health and Safety Information

Sources of Information

Internal

• Accident records.
• Medical records.
• Risk assessments.
• Maintenance reports.
• Safety inspections.
• Audit reports.
• Safety-committee minutes

External

• National legislation.

• Safety data sheets.

• Codes of practice.

• Guidance notes.

• Operating instructions.

• Trade associations.

• Safety publications.

Source Organisations

International Labour Organisation (UN)

www.ilo.org

Occupational Safety and Health Administration (USA)

www.osha.gov

European Agency for Safety and Health at Work (EU)

http://agency.osha.eu.int

Health and Safety Executive (UK)

www.hse.gov.uk

Worksafe (Western Australia)

www.commerce.wa.gov.au/WorkSafe

Unit IGC1: Element 3.8

Developing and Implementing

Safe Systems of Work
• Formal Recorded
• Systematic Examination of work
• Hazards Identified
• Safe Methods Defined

Roles and Responsibilities

Responsibility of the employer:
– Ensure SSoW are available for activities that create significant risk, e.g.
maintenance.
Role of competent persons:
– Developed by people who can identify and control hazards.
Workers involvement:
– Active part in development of SSoW.
– Gains commitment, helps culture.

Group Discussion Point

Why do you think it may be beneficial to have written procedures?

Written Procedures

Written procedures:

– Ensure consistency.

– Provide a basis for training.

 – Establish a standard (can be checked).

– Provide a written record for incident investigations/regulatory inspections.

Can be in many forms:

– Checklists.

– Short notes.

– Detailed manuals.

Technical, Procedural and Behavioural Controls

SSWs require the integration of controls:

Technical:
– Equipment and engineered solutions.
Procedural:
– Safe systems of work, procedures, permits.
Behavioural:
– Training, awareness, competence.

Developing SSoW – PEME

• People – competence, ability.

• Equipment – plant, equipment, PPE.

• Materials – substances, articles, waste.

• Environment – space, lighting, heating.

Developing Safe Systems of Work

Worked Example – The Steps In Changing a Wheel

• Step 1 – park the car in a safe location.

• Step 2 – remove equipment from boot.
• Step 3 – loosen wheel nuts.
• Step 4 – jack up car.
• Step 5 – remove wheel nuts.
 • Step 6 – replace wheel and wheel nuts.
• Step 7 – lower car, remove jack.
• Step 8 – tighten wheel nuts.
• Step 9 – replace equipment in boot.

Identifying Controls

For each step:

– First identify the hazards.

– Then identify the controls.

So, Step 1 (changing wheel) might have:

– Hazards – traffic, risk of violence.

– Controls – select location off-road if possible, use hazard lights, if you feel area is
unsafe/at night or if vulnerable group, call recovery service and stay in car.

Introducing Controls and Formulating Procedures

• Often most difficult stage!

• Consultation and engagement helps gain
buy-in from workers.
• Allow concerns to be raised and addressed during development.

Instruction, Training and Monitoring

• Information, Instruction, Training and Supervision (IITS)

• May need detailed training in the SSoW.
• Must monitor to ensure:
• SSoW is being applied correctly.
• SSoW is as safe as was intended!
Specific Examples of SSoW

• Confined spaces.
• Lone working.
• Travelling abroad.

Confined Space

• Enclosed in nature
(ventilation will be
restricted and access/
egress may be difficult).

• One or more foreseeable

specified risks exist:

– Fire or explosion.

– Loss of consciousness from gas, fumes, vapour, lack of oxygen.

– Drowning.

– Asphyxiation from free-flowing solid.

– Loss of consciousness from temperature.

Confined-Space Control Measures

– Do not work inside a confined space if possible.

– Carry out a risk assessment.
– Develop safe system of work.
– Emergency arrangements.
– Permit-to-work.
– Trained personnel.
 Safe System of Work for Confined Spaces

• upervision. • Isolation, lock off of

electrical/mechanical hazards.
• Competency.
• PPE.
• Communication.
• Access/egress.
• Atmospheric
testing/monitoring. • Fire prevention.

• Ventilation. • Lighting.

• Removal of residues. • Suitability of individuals.

• Isolation, lock off of • Emergency/rescue

in-feeds and out- procedures.
feeds.

Lone Workers

“Workers who are separated from their work colleagues.”

Lack assistance if things go wrong.

Communication with colleagues more difficult, i.e:

– Out of eyesight.

– Out of earshot.

Lone Working Examples

• Maintenance workers.
• Service engineers, e.g. gas, appliance.
• Garage forecourt attendants.
• Security guards.
• Receptionists (sometimes).
• Social workers/carers.
• Health visitors/district nurses.
• Painters/decorators.
• Sales representatives (on the road).
 Safe System of Work for Lone Working

 No lone working for high-risk activities, e.g. confined spaces.

 Remote supervision.
 Logging workers’ locations.
 Mobile phones or radios.
 Lone-worker alarm systems.
 Procedures for lone workers.
 Emergency procedures.
 Training for workers.

Working and Travelling Abroad

Not the same as a holiday!

– Brings additional hazards.

Risks when travelling related to:

– Security.

– Health.

Workers may also be “lone workers”.

Some areas are not recommended for travel – see local websites, e.g. FCO at:
www.fco.gov.uk/en/travel-and-living-abroad/travel-advice-by-country

Working Abroad

Employers have a duty to workers whom they send to work abroad and should provide:

• Pre- and post-visit briefings.

• Insurance.
• Health advice and vaccinations.
• Financial arrangements.
• Security training and advice.
• Cultural requirements advice.
• Accommodation.
• In-country travel.
• Emergency arrangements.
• 24-hour contacts.
 Unit IGC1: Element 3.9

Permit-to-Work Systems
A formal, documented safety procedure, forming part of a safe system of work.

Typical applications:

• Hot work (involving naked flames, or creation of ignition sources).

• High-voltage electrical systems.
• Confined-space entry.
• Operational pipelines.
• Excavation near buried services.
• Complex machinery.
• Working at height.
Permit-to-Work
Consists of 4 elements:

1. Issue.
2. Receipt.
3. Clearance/return to service.
4. Cancellation.
May also be an extension.
Permit-to-Work System
Issue – Pre-Job Checks

– Description of work to be carried out.

– Description of plant and location.

– Identify hazards and assess risks.

– Identification of controls.

– Additional permits, e.g. hot work.

– Isolation of services.

– PPE.

– Emergency procedures.
 Permit-to-Work System
Receipt – handover of permit:

– Competent and authorised person issues permit to workers.

– Workers sign to say they accept controls.

Work can now start:

Plant is now under the control of the workers.

Permit-to-Work System
Clearance – return to service:

– Workers sign to say they have left the workplace in safe condition, work is
complete and operations can resume.

Cancellation:

– Authorised person accepts plant back and can remove isolations, etc. Cancels
permit.

Plant is now returned to the control of the “site”.

Importance of Permit Control

Poorly-implemented permits are useless.

Piper Alpha disaster was the failure of a permit-to-work system.

People must be trained in use.

Permits never issued from a desk.

System must be monitored.

Hot-Work Controls
Remove flammable materials.

Fire-retardant blankets/screens.

Floor swept of debris.

Floors damped down, if necessary.

Fire extinguishers at hand.

“Fire-watcher” present.

Post-work checks to ensure

no smouldering embers.

Work on Live Electrical Systems

Work must be justified:

– Not possible to work dead.

Precautions are in place.

Workers are competent.

Confined Spaces

Risk assessment by competent person.

Controls implemented (already covered).

Safe system of work.

Emergency arrangements.

Machinery Maintenance

Work is carefully planned and controlled:

May be several people working.

Hazards are communicated.

Services are isolated and locked off.

Stored energy is released.

Workers are competent.

Work at Height

Avoidance, if possible.
Prevention of falls by using: Safe platform with adequate edge-protection.

Minimise distance and consequence of fall: PPE and fall-arrest devices.

Weather conditions considered: Wind, ice/snow.

Unit IGC1: Element 3.10

Emergency Procedures
Why do we need them?

Because despite all of the precautions, things can still go wrong!

Emergency Procedures

The organisation needs to arrange:

• Procedures to be followed.

• Suitable emergency equipment.

• Responsible staff.

• Training and information needs.

• Drills and exercises.

Contacting Emergency Services

Communication equipment:

– Phones, radios, etc.

Contact details:

– National and local emergency numbers.

Responsible individuals:

– ESSENTIAL to understand whose responsibility it is!

– Must be trained.
 Unit IGC1: Element 3.11

First Aid
An employer has a duty to make appropriate first-aid provision for his employees, which
include:

• Facilities:

– An appropriate location where first-aid treatment can be given.

• Equipment:

– Suitably stocked first-aid kits and other equipment.

• Personnel:

– Trained staff.

Must inform people of these arrangements.

'The 3 Ps'
Basic principle of first aid is to keep the injured person alive until professional medical
assistance arrives, sometimes called 'The 3 Ps':

Preserve life.

Prevent deterioration.

Promote recovery.

Also provide treatment for minor injuries.

Personnel and Coverage

Trained personnel:

• First aider – full training.

• Appointed person – basic training only.

Coverage will depend on:

 • The general risk level of the workplace.

• The hazards present in the workplace.

• Accident history.

• Vulnerable persons.

• The number of workers.

• Work patterns and shift systems.

• Workplace location (geographic).

• The spread of the workplace.

First-Aid Facilities

First-Aid Room (Possibly)

• Centrally located; accessible by emergency services.

• Clean and adequately heated, ventilated and lit.

• Hand-wash facilities, chair, clinical-waste bin, etc.

Equipment

First-aid boxes (minimum).

Plus:

• Eye-wash stations.

• Emergency showers.

• Blankets.

• Splints.

• Resuscitation equipment.

• Stretchers.

• Wheelchairs.

• Other equipment, as required.