igc1 element 3 new syllabus

7/25/2019 IGC1 Element 3 New Syllabus

1/95

NEBOSH International General Certificate in Occupational

Safety and Health

Unit IGC1

Element 3: Health and Safety

Management Systems 2 - Organising


2/95

Learning Outcomes

On completion of this element, you should be able to

demonstrate understanding of the content through theapplication of knowledge to familiar and unfamiliar

situations. In particular you should be able to:

Outline the health and safety roles and responsibilities of

employers, managers, supervisors, workers and other relevant

parties

Explain the concept of health and safety culture and its

significance in the management of health and safety in an

organisation

Outline the human factors which influence behaviour at work in

a way that can affect health and safety


3/95

Learning OutcomesContinued

Explain how health and safety behaviour at work can be

improved

Outline the need for emergency procedures and the

arrangements for contacting emergency services

Outline the requirements for, and effective provision of, first aidin the workplace


4/95

Unit IGC1Element 3.1

Organisational Health and Safety Roles and

Responsibilities


5/95

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

Standards for Organising


6/95

Reminder - What are the Employer'sFour Duties?

Safe Place of Work

Safe Plant and Equipment

Safe System of Work

Training and Supervision


7/95

Employer

Directors and senior managers

Middle managers and supervisors

Safety specialists Workers

Controllers of premises

Self-employed Suppliers, manufacturers, designers

Contractors

Joint occupiers of premises

Organisational Health and Safety Roles

and Responsibilities


8/95

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

Employer


9/95

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


10/95

Middle managers and supervisors are involved in theday-to-day operational running of the organisation so

are responsible for the health and safety standards

within the operations under their control.

Middle Managers & Supervisors


11/95

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.


12/95

What are the typical responsibilities of

a health and safety specialist?

Group Discussion


13/95

Typical responsibilities include:

Providing advice and guidance on health and safetystandards.

Promoting a positive culture.

Advising management on accident prevention.

Developing and implementing policy.

Overseeing the development of adequate riskassessments.

Identifying training needs. Monitoring health and safety performance.

Overseeing accident reporting and investigations.

Group Discussion


14/95

Workers have a

responsibility to take

reasonable care of their

own health and safety

and that of other peoplewho 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.

Workers


15/95

To the extent that they

have control, controllers

of premises are

responsible for ensuring

that the premises are safeto use as a workplace, and

that there is safe access

and egress to it and from

it.

Controllers of Premises


16/95

These two groups have similarresponsibilities:

To take reasonable care of

their own health and safetyand the health and safety of

others who might be

affected by their acts or

omissions.

Contractors & Self-Employed


17/95

Designers,manufacturers, importers

and suppliers of items

and substances form the

supply chain.

They have responsibilities

to ensure their productsare safe.

Suppliers, Manufacturers, Designers


18/95

If a client can be held responsible for an

injury caused by a contractor working for

the client then it must be in the clients ownbest interests to ensure that contractors do

not endanger workers or others.

Clients and Contractors


19/95

The way that a client manages

contractors can be broken

down into three key areas:

Selecting the contractor

Planning the work

Monitoring the work

Clients and Contractors


20/95

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

Selecting the Contractor


21/95

Information to be shared between client and

contractor:

Hazards posed by the site and work carried out

Hazards posed by the contractors activities

Risk assessments

Method statements

Planning the Work


22/95

Arrangements between the client and

contractor include:

Ensuring activities dont conflict

Permit-to-work system to control activities Key contacts e.g. works foreman identified to

ensure continuity

Co-ordination of Work


23/95

Clients must:

Monitor the work to ensure

safety

The Client can:

Stop the work if it involvesunsafe practices

Auditing against agreed method

statements is a good technique.

Monitor and Control


24/95

ILO Convention C155Article 17

ILO Recommendation R164Article 11

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

Joint Occupiers of Premises


25/95

1. Who does an employer owe a duty towith regards to health and safety?

2. How can directors influence health

and safety?3. What are the key workers

responsibilities?

4. What would you look for/check whenselecting a contractor?

End of Section Quiz


26/95


The Concept and Significance of Health and Safety

Culture


27/95

What do we mean by the term health

and safety culture?

What features would you expect to see

in an organisation with a good health

and safety culture?

Group Discussion


28/95

The safety culture of an organisation isthe shared attitudes, values, beliefs and

behaviours relating to health and safety.

Definition of Culture

Influenced by: Management

Communication

Worker competence Co-operation


29/95

Poor health and safety culture leads topoorperformance

The following things need to be spotted early:

Accident records

Sickness rates

Absenteeism

Staff turnover

Compliance with safety rules

Worker complaints

Staff morale

H&S Culture Indicators


30/95

What factors could result in the

deterioration of an organisations

health and safety culture and hence

safety performance?

Group Syndicate Activity


31/95

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

Factors Promoting a Negative

Culture


32/95

Company takeover

Merger

Management buy-out

Change of management

Departmental restructure

Redundancy

Leading to:

Concentration on the 'new order'

Uncertainty over roles and responsibilities

Reorganisation


33/95

Increases at times of change

Reduces morale

Focus moves away from H&S

No clear framework for decision-making

Individuals make their own decisions

Uncertainty


34/95

What is it?

Workers believe that if they report an

incident or make a complaint, they are

going to get:

Blame Culture

Blamed

Punished

Sacked


35/95

No clear rules or policies

Decisions

Not in line with policy

Inconsistent

Frequently reversed Influenced by personal reasons

Conflicting priorities

Poor communication

No consultation with workers

Poor Leadership

R l ti hi B t C lt d


36/95

Group Discussion Point

We have already considered what can

influence an organisations culture.

What would an organisation with a

positive culture look and feel like?

What characteristics would it

demonstrate?

Relationship Between Culture and

Performance

R l ti hi B t C lt d


37/95

In organisations with a positive safetyculture

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

Relationship Between Culture


38/95

In organisations with a negative safetyculture

Most feel safety isnt 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

Relationship Between Culture

and Performance


39/95

Accident rates

Absenteeism

Sickness rates

Staff Turnover

Compliance with safety rules

Complaints from employees aboutworking conditions

Indicators of Culture


40/95

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 onboard e.g. through training.

The Influence of Peers


41/95

There is a link between safety culture and

performance.

Safety culture can be assessed by looking at

indicators.

Certain factors promote a negative safetyculture.

Peer group pressure can result in the

individuals changing their behaviour to fit in

with the group.

Summary


42/95

1. Give a definition of Health and safety

culture

2. What factors could result in the

deterioration of the health and safetyculture of an organisation?

3. What indicators can be used to assess

the health and safety culture?

4. What is peer pressure?

End of Section Quiz


43/95


Factors Influencing Safety Related Behaviour

S f R l d B h i


44/95

Three significant factors influence worker

behaviour:The Individual

Personal characteristics

The Job

Nature of the job

The Organisation

Characteristics of the business

Safety Related Behaviour

Graphic taken from HSG48 from

http://www.hse.gov.uk/pubns/books/hsg48.htm


45/95

Safety culture

Policies and procedures

Commitment and leadership from

management

Consultation and worker involvement

Levels of supervision

Peer group pressure

Communication

Training

Work patterns

Organisational Factors


46/95

Task

Workload

Environment

Displays and controls

Procedures

Job Factors


47/95

Competence Skills

Attitude

Motivation

Risk Perception

Individual Factors


48/95

Attitude A persons point of view or way of looking at

something; how they think and feel about it

Motivation A persons drive towards a goal; what

makes them do what they do

Particular care needed with the use of

financial incentives!

Attitude, Competence and Motivation

Changing Attitude


49/95

Education & training

High impact intervention

("aversion therapy")

Enforcement

Consultation

Changing Attitude


50/95

A combination of: Knowledge

Ability

Training Experience

A competent person isnt just one who

is trained

nor is it someone who has been there

a long time!

What is Competence?

P ti


51/95

Perception: the way a person interprets

information detected by their senses:

Sight

Hearing

Smell

Taste Touch

Perception

Perception - Activity


52/95

Perception Activity

You will be shown the following

slide for 20 seconds.

You are asked to count the number

of Fs.


53/95

Activity

FINISHED FILES ARE THE RESULT

OF YEARS OF SCIENTIFIC STUDYCOMBINED WITH THE

EXPERIENCE OF MANY YEARS

Perception


54/95

Factors which can affect perception

include: Illness

Stress

Fatigue

Drugs and Alcohol

Previous experiences

Training and education

Perception


55/95

How can workers hazard perception be

improved?

Group Discussion Point


56/95

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

Improving Hazard Perception


57/95

1. What three key factors influence a

workers behaviour? Give examples of

each.

2. What is competence

3. How can an organisation inadvertently

motivate people to behave unsafely?

4. Suggest reasons why two people may

perceive hazards differently

End of Section Quiz


58/95


Improving Health and Safety Behaviour


59/95

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

Management Commitment


60/95

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 theircommitment to health and safety.

Group Syndicate Exercise


61/95

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

Visible Commitment


62/95

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

Disciplinary Procedures


63/95

A supervisor who orders the team tocut corners to save time?

A reckless fork lift truck driver?

A persistent prankster? An office worker who repeatedly fails

to wear PPE when in the factory area?

A maintenance worker who doesntisolate a machine as the job was only

10 minutes?

Who Would You Discipline


64/95

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

Competent Staff

Communication


65/95

Individual Activity

List as many methods of communicating in theworkplace as you can think of, splitting your listinto:

Verbalcommunication

Writtencommunication

Graphic communication

What are the advantages and disadvantages ofeach method?

Communication

Verbal Communication


66/95

Limitations

Language barrier Jargon

Strong accent/dialect

Background noise

Poor hearing

Ambiguity Miss information

Forget information

No record

Poor quality (telephone or PA)

Merits

Personal

Quick

Direct

Check understanding

Feedback

Share views

Additional information

(Body language)

Written Communication


67/95

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


68/95

Limitations

p

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


69/95

Posters

Video/films

Memos/emails

Employee handbooks

Toolbox talks

Communication Media


70/95

Often a legal requirement to consultwith workers

Consultation is a two-way process

Managers inform workers of plans, etc.

and listen to employee concerns

Consultation With Workers


71/95

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

Methods of Consultation


72/95

Introduction of new measuresaffecting health and safety

Appointment of new advisors

Health and safety training plans

Introduction of new technology

Typical Issues to Consult on:

Co-operation & Consultation


73/95

Negative Culture

Informing

Dictatorial approach

Positive Culture

Consultation

Worker involvement

p

Training


74/95

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.

A trained person will therefore becompetent.

g

What is Training?

Training


75/95

Dramatic effect on safety related behaviour

Without training workers try to do their jobs:

By copying others (with their bad habits)

By doing the job the way they think is best

Training


76/95

Helps workers to understand:

Hazards and risks

Rules and precautions

Emergency procedures Limitations and restrictions


77/95


78/95

Factors to be considered include: The type and function of the organisation

The hazard and risk profile

The accident history of the organisationThere may be statutory training

requirements

The level of training previously provided,

together with the detail of whichemployees have been trained and when.

Training Needs Analysis


79/95

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 to rules

Post Training Activities

Group Activity


80/95

Design a health and safety induction

training programme for new starters.Consider the following:

What topics should be included?

In what order?

How long should the induction take?

When are you going to do it? What problems might be involved in

doing it?

p y

New Employee Induction Topics


81/95

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

p y p

d f i i


82/95

1. How can directors/managersdemonstrate their commitment to

health and safety?

2. What are the 3 differentcommunication methods that are

used?

3. What is the difference betweenconsulting and informing

End of Section Quiz


83/95


Emergency Procedures

E P d


84/95

Why do we need them?

Because despite all of the precautions,

things can still go wrong!


G S di A i i


85/95

What emergency situations would thefollowing organisations have to

consider when developing emergency

procedures?

A primary school

A chemical manufacturing plant

A shopping centre

Be prepared to feed back to the group


G S di t A ti it


86/95

Primary School Fire, first aid, bomb threat (possibly), severeweather, outbreak of disease.

Chemical manufacturing plant

Fire, first aid (including multiple casualtyincident), bomb threat, severe weather, outbreakof disease, chemical release, toxic chemicalexposure. Possible outbreak of disease.

Shopping Centre

Fire, first aid, terrorist threats including bomband/or suspect packages, multiple casualtyincident, severe weather, crowd control/panic.




87/95

The organisation needs to arrange:

Procedures to be followed

Suitable emergency equipment

Responsible staff

Training and information needs

Drills and exercises

C t ti E S i


88/95

Communication equipment Phones, radios etc.

Contact Details

National and local emergency numbers

Responsible individuals

ESSENTIAL to understand whos

responsibility it is! Must be trained

Contacting Emergency Services

E d f S ti Q i


89/95

1. What types of emergency situationmight an organisation need to

consider?

2. You are developing fire responsearrangementswhat key things would

you include?

End of Section Quiz


90/95


Requirements for, and effective provision of, first aid

in the workplace

First Aid


91/95

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'


92/95

Basic principle of first-aid is to keep the injured

person alive until professional medical assistancearrives, sometimes called 'The 3 Ps':

Preserve life

Prevent deterioration

Promote recovery

Also provide treatment for minor injuries

Personnel and Coverage


93/95

Trained personnel:

First aiderfull training

Appointed personbasic 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

g

First Aid Facilities


94/95

First Aid Room (possibly)

Centrally located;accessible by

emergency services

Clean and adequately

heated, ventilated andlit

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

End of Section Quiz


95/95

1. What is the basic function of a firstaider?

2. What should be considered when

determining the number of first aiderson site?

3. What other factors should be

considered when evaluating theoverall level and type of first aid

provision for a site

End of Section Quiz

igc1 element 3 new syllabus

Documents