A Culture and Leadership Upholding Health and Safety at Work

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  • An iceberg has 90% of its bulk below the surface, out of sight. This huge lump below the waterline carries far more weight than the 10% you can see above.Out of sightCulture is below the waterline. It is simply how we do things around here.It shows in: the way people treat each other;how decisions are made - imposed top-down, through consultation, using feedback from employees;the way individuals communicate - openly and honestly, or through lies or fear;whether there’s a team spirit.You sense it when you’ve been inside a place for just a few minutes. You may like to think about how you felt on your first day in the organisation - or how an outsider might feel.The visible partThe symbols are above the waterline. They are the slogans and the words on things like:customer care posters;pencils or coffee mugs with mission statements;fancy certificates hanging in reception.Building a health and safety cultureFor a health and safety policy to work in practice the symbols above the waterline and the assumptions and attitudes below it should actually match up. When this happens it is often called a positive safety culture.To understand the idea of safety culture you just need to do a little digging under the surface and look for clues. The kind of clues you could look for include:whether people are making an effort to communicate;whether managers show real commitment to health and safety even when the going gets tough;whether people feel motivated at work;whether appropriate health and safety training is on offer.Put the pieces of the jigsaw together and you have a culture at work that will encourage effective health and safety management.
  • Human factors refer to environmental, organisational and job factors, and human and individual characteristics, which influence behaviour at work in a way which can affect health and safety“This definition includes three interrelated aspects that must be considered: the job, the individual and the organisation:The job:[1] including areas such as the nature of the task, workload, the working environment, the design of displays and controls, and the role of procedures. Tasks should be designed in accordance with ergonomic principles to take account of both human limitations and strengths. This includes matching the job to the physical and the mental strengths and limitations of people. Mental aspects would include perceptual, attentional and decision making requirements.The individual:[2] including his/her competence, skills, personality, attitude, and risk perception. Individual characteristics influence behaviour in complex ways. Some characteristics such as personality are fixed; others such as skills and attitudes may be changed or enhanced.The organisation:[3] including work patterns, the culture of the workplace, resources, communications, leadership and so on. Such factors are often overlooked during the design of jobs but have a significant influence on individual and group behaviour.
  • Watch videohttp://www.hse.gov.uk/humanfactors/resources/case-studies/gasoline-spillage.htm
  • Under the Corporate Manslaughter and Corporate Homicide Act 2007 an offence will be committed where the failings by an organization’s senior management are a substantial element in any gross breach of the duty of care owed to the organisation’s employees or members of the public, which results in death…
  • Planning-Evaluation/Gap AnalysisDeliver-Continuous improvement/Development provided by credible trainers when not available inhouse
  • Add : Negative impact on the company’s reputation
  • A Culture and Leadership Upholding Health and Safety at Work

    1. 1. A Culture and Leadership Upholding Health and Safety at WorkPresented by: Jovy Formanes, PGDBM,BA,CTP, CIEH Bukhatir Training and Development 1
    2. 2. OBJECTIVES To look at the agenda that were set out for the effective leadership of health and safety To identify the best practices in HSE for leaders/directors. To be able to help your organisation find the best ways to lead and promote health and safety 2
    3. 3. SAFETY CULTURE “A set of values, conventions, or social practices that makes one safe from undergoing or causing hurt, diseases, injury, or loss.” 3
    4. 4. The Culture Iceberg 4
    5. 5. Essential Principles to Follow • Visible active commitment from the board; Strong and • Establishing effective „downward‟ communication active leadership systems and management structures • Integration of good health and safety management with from the top business decisions • Engaging the workforce in the promotion and Worker achievement of safe and healthy conditions; • Effective „upward‟ communication; Involvement • Providing high quality training Assessment • Identifying and managing health and safety risks; • Accessing (following) competent advice; and Review • Monitoring, reporting and reviewing performance 5
    6. 6. Managing Human Factors "Human factors refer to environmental, organisational and job factors, and human and individual characteristics, which influence behaviour at work in a way which can affect health and safety" The The The Job Individual Organisation
    7. 7. Cost of Poor Health and Safety at Work Medical cost not covered by insurance About 25 Million working days are lost per year due to accidents/ill health Legal arrangements cost Cost to employment sector Two million people suffer from an illness that they believe to be caused or made worse by work Many thousands of deaths each year can be attributed to occupational illnesses, including some cancers and respiratory diseases 7
    8. 8. Benefits of Good Health andSafety Reduce costs and reduced risks-employee absence and turnover rates are lower, accidents are fewer, the threat of legal action is lessened; Improved standing among suppliers and partners; A better reputation for corporate responsibility among investors, customers, and communities; Increased productivity-employees are healthier, happier and better motivated 8
    9. 9. HUMAN FACTORS: THE BUSINESS BENEFITS If you think safety’s expensive, try having an accident … •Managing human failures is essential to prevent major accidents, occupational accidents and ill health, all of which can cost businesses money, reputation and potentially their continued existence. •Successful businesses achieve high productivity and quality while ensuring health and safety. Good technology combined with the best work systems can help to achieve these goals. •The best work systems are based on having a skilled workforce, with well-designed jobs that are appropriate to individuals‟ abilities. 9
    10. 10. Employers ResponsibilitiesProvide a written Health and Safety Policy (if they employ fiveor more people);Assess risks to employees, customers, partners and otherpeople who could be affected by their activities;Arrange for effective planning, organisation, control,monitoring and review of preventive and protective measures;Ensure they have access to competent health and safetyadviceConsult employees about their risks at work and currentpreventive and protective measures*Failure to comply with these requirements can have seriousconsequences- for both organisations an individuals. Sanctions couldinclude fines, imprisonment and disqualifications 10
    11. 11. 4 Core Actions for Leaderstowards Health and Safety 1-Plan the direction for health and safety 2-Deliver health and safety 3-Monitor health and safety 4-Review health and safety 11
    12. 12. 1. Plan the direction for health and safety Core Actions: 1. Agree a policy – boards will need to ensure that they are aware of the significant risks faced by their organisation. 2. The policy should require the board to: • „Own‟ and understand the key issues involved; and • Decide how best to communicate, promote and champion health and safety 12
    13. 13. 2. Deliver Health and Safety Core Actions: Ensure that health and safety arrangements are adequately resourced; They obtain competent health and safety advice; Risk assessments are carried out; Employees or their representatives are involved in decisions that affect their health and safety 13
    14. 14. 3. Monitor health and safety Core Actions: Appropriate weight is given to reporting both preventive information such as progress of training and maintenance programmes) and incident data (such as accident and sickness absence rates); Periodic audits of the effectiveness of management structures and risk controls for health and safety are carried out; The impact of changes such as the introduction of new procedures, work processes or products, or any major health and safety failure, is reported as soon as possible to the board; There are procedures to implement new and changed legal requirements to consider other external developments and events 14
    15. 15. 4. Review health and safety Core Actions: Examine whether the health and safety policy reflects the organisations current priorities, plans and targets; Examine whether risk management and other health and safety shortcomings and the effectively reporting to the board; Report health and safety shortcomings, and the effect of all relevant board and management decisions; Decide actions to address any weaknesses and a system to monitor their implementation Consider immediate reviews in the light of major shortcomings or events. 15
    16. 16. When leadership falls short 16
    17. 17. When leadership falls short The liabilities of individual board members for health and safety failures • If health and safety offence is committed with the consent or connivance of, or is attributable to any neglect on the part of, any director, manager, secretary or similar officer of the organisation, then a person (as well as the organisation) can be prosecuted. • Directors cannot avoid a charge of neglect and those found guilty are liable for fines and, in some cases, imprisonment. • Individual directors are also potentially liable for other related offences. 17
    18. 18. Reference/s; “Leading Health and Safety at Work” from Institute of Directors And Health and Safety Executive UK 18
    19. 19. “The leader always set a trail for others to follow” Thank YouEmail: info@btd.ae Please visit our website; www.btd.ae 19

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