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Health and Safety for
Senior Managers
Presented by:
Safetywise ltd
Introduction
 Why do senior executives need to know about
health and safety at work?
 What difference does it make to wh...
Points to Consider
 Unlike many other business functions, the
consequences of getting it wrong may
literally be fatal.
 ...
‘Doing Something about Safety’
 High cost of failure.
 The threat and consequence of prosecution or
other enforcement ac...
Is it really worth the Senior
Manager improving H&S
knowledge?
 Unless a strong lead comes from the top, nobody
lower dow...
Concepts
 Accident Prevention and Control.
 Health and Safety Management
 Directors, Managers and the Law.
 Overview o...
Accident Prevention and
Control
 What is an Accident?
Accident = Incident + Consequences
 What is an Incident?
Inciden...
Accident Causation
 Primary Causation and Secondary Causation.
 Management need to concentrate on the nature of
the acci...
Causes of Accidents
 Direct result of unsafe acts or conditions.
Working without
authority.
Failure to warn others of
dan...
Secondary Causes
Management
System Pressures
Social Pressures
Financial
restrictions
Lack of
commitment
Lack of policy
Lac...
Peter Drucker
Once said:
“The first duty of business is to
survive and the guiding principle of
business economics is not ...
Accident Prevention Objectives
 Moral
• Duty of Care
• Environmental Affairs
• Physical and Emotional pain
• Worker Moral...
Accident Prevention Objectives
 Economic
• Direct Costs and Indirect Costs
£ 1
£8 - £36
Insured Costs – Injury, Ill
healt...
Epictetus 60-120AD once said:
“On the occasion of every accident that
befalls you, remember to turn to yourself
and inquir...
Health and Safety Management
 Systematic use of techniques to identify
and remove hazards, the control of risks
which rem...
Practical Objectives of Safety
Management
 Gain support from all concerned for the health
and safety effort
 Motivate, e...
Key Elements of Successful Health
and Safety Management
Policy
Organising
Planning and
Implementation
Measuring
Performanc...
Policy
Organising
Planning and
Implementation
Measuring
Performance
Reviewing
Performance
Auditing
Comprehensive Policy
...
Policy
Organising
Planning and
Implementation
Measuring
Performance
Reviewing
Performance
Auditing
Proactive safety cultu...
Policy
Organising
Planning and
Implementation
Measuring
Performance
Reviewing
Performance
Auditing
Identification of targ...
Policy
Organising
Planning and
Implementation
Measuring
Performance
Reviewing
Performance
Auditing
Active Monitoring
Rea...
Policy
Organising
Planning and
Implementation
Measuring
Performance
Reviewing
Performance
Auditing
Two main objectives of ...
Tools used in an effective H&S
Management System
 JHA/FMEA
 Risk Assessments
 Hazard Monitoring – Occupational Hygiene
...
Directors, Managers and the
Law
 Common Law – reasonable behaviour
between people
• Contracts for work
• Duty to work
• D...
Balancing Compliance and
Legal Action
 Sentencing criteria
– How far short from the appropriate standard
did the defendan...
Health and Safety at Work etc
Act 1974
 Section 2 : Employers must as far as reasonable
practicable, safeguard the health...
Enforcement
 HSE and LA.
 Improvement Notice – 21 days
 Prohibition Notice
 Prosecution
Related Legal Concepts and
Acts
 ‘Senior managers will be charged for breaches of
health and safety law individually if w...
What Senior Managers must do
 Initiate policy and set targets
 Administer the policy and delegate it to others
 Be know...
Overview of Regulations
– MHSWR 1992
– PUWER 1998
– LOLER 1998
– Manual Handling Operations Regs 1992
– DSE Regulations 19...
Thank You
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Accident Prevention in Food Service Hssm

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Accident Prevention in Food Service Hssm

  1. 1. Health and Safety for Senior Managers Presented by: Safetywise ltd
  2. 2. Introduction  Why do senior executives need to know about health and safety at work?  What difference does it make to whether an employee falls from a ladder if the MD or Team Leader has a positive commitment to health and safety?
  3. 3. Points to Consider  Unlike many other business functions, the consequences of getting it wrong may literally be fatal.  HSE statistics show that management is not immune from personal harm.  The consequences of prosecution and/or a successful compensation claim against a business can have a devastating effect on the bottom line as well as on future business.  Potential business partners are are increasingly asking for hazard, risk and performance stats.
  4. 4. ‘Doing Something about Safety’  High cost of failure.  The threat and consequence of prosecution or other enforcement action.  The potential loss of future business.  The moral imperative – the expectations of society.  The incalculable cost of human suffering, much of which is so easily preventable.
  5. 5. Is it really worth the Senior Manager improving H&S knowledge?  Unless a strong lead comes from the top, nobody lower down the management ladder believe that their efforts viz. spending more time, energy, money; will be positively recognised or thanked.  H&S is not a ‘sexy’ subject, it is often considered obvious - but we are not born with the knowledge of workplace risks or controls and how to manage them.  World-wide studies show that no health and safety system will function effectively without support from the top. All efforts is likely to be wasted.
  6. 6. Concepts  Accident Prevention and Control.  Health and Safety Management  Directors, Managers and the Law.  Overview of the Regulations.  Documentation and Procedures  The ‘Successful Health and Safety Management Model’
  7. 7. Accident Prevention and Control  What is an Accident? Accident = Incident + Consequences  What is an Incident? Incident = sequence of actions or events
  8. 8. Accident Causation  Primary Causation and Secondary Causation.  Management need to concentrate on the nature of the accident phenomenon rather than the outcome.  It must be clearly understood that the primary cause of the accident is not necessarily the most important feature; secondary causes, usually in the form of system failures will persist unless action is taken.  Primary Causes = Unsafe Acts and Conditions.
  9. 9. Causes of Accidents  Direct result of unsafe acts or conditions. Working without authority. Failure to warn others of danger Using dangerous equip. Using wrong equipment Failure to issue control measures Horseplay ..etc ..etc Inadequate or missing machine guards. Defective tools or equipment Fire Hazards Ineffective housekeeping Excessive noise Poor ventilation and lighting ..etc…etc.. Unsafe Acts Unsafe Conditions
  10. 10. Secondary Causes Management System Pressures Social Pressures Financial restrictions Lack of commitment Lack of policy Lack of standards Lack of training Group attitude Trade customs Tradition Society attitudes to risk taking ‘Acceptable’ behaviour in the workplace
  11. 11. Peter Drucker Once said: “The first duty of business is to survive and the guiding principle of business economics is not the maximisation of profit – it is the avoidance of loss…”
  12. 12. Accident Prevention Objectives  Moral • Duty of Care • Environmental Affairs • Physical and Emotional pain • Worker Morale  Legal • Enforcement and Prosecution • Civil Law
  13. 13. Accident Prevention Objectives  Economic • Direct Costs and Indirect Costs £ 1 £8 - £36 Insured Costs – Injury, Ill health, damage Uninsured Costs – Product and material damage, Plans and Building damage, Legal Costs, Emergency Supplies, Cleaning Site, Production Delays, Temp Labour, Fines etc etc
  14. 14. Epictetus 60-120AD once said: “On the occasion of every accident that befalls you, remember to turn to yourself and inquire what power you have to turn it to use….”
  15. 15. Health and Safety Management  Systematic use of techniques to identify and remove hazards, the control of risks which remain, and the use of techniques to influence the behaviour and encourage safe attitudes. This is the primary responsibility of management.
  16. 16. Practical Objectives of Safety Management  Gain support from all concerned for the health and safety effort  Motivate, educate and train – to enable recognition of hazards  Achieve hazard control by design and purchasing  Support inspection system to provide feedback  Ensure hazard control principles form part of supervisory training  Devise and introduce controls based on risk assess.  Comply with regulations and standards.
  17. 17. Key Elements of Successful Health and Safety Management Policy Organising Planning and Implementation Measuring Performance Reviewing Performance Auditing
  18. 18. Policy Organising Planning and Implementation Measuring Performance Reviewing Performance Auditing Comprehensive Policy Dynamic Ownership Define and Assign Responsibilities Accountability
  19. 19. Policy Organising Planning and Implementation Measuring Performance Reviewing Performance Auditing Proactive safety culture Control Co-operation Communication Competence
  20. 20. Policy Organising Planning and Implementation Measuring Performance Reviewing Performance Auditing Identification of targets Set performance standards Consider and control risks Documentation
  21. 21. Policy Organising Planning and Implementation Measuring Performance Reviewing Performance Auditing Active Monitoring Reactive Monitoring
  22. 22. Policy Organising Planning and Implementation Measuring Performance Reviewing Performance Auditing Two main objectives of reviewing and auditing are:- To ensure that standards achieved conform as closely as possible to the objectives set out in the organisation’s safety policy. To provide information to justify the continuation of the same strategy, or a change of course.
  23. 23. Tools used in an effective H&S Management System  JHA/FMEA  Risk Assessments  Hazard Monitoring – Occupational Hygiene  Medical/ Health Surveillance  Fault Tree Analysis  Inspection Checklists  Effective and Appropriate Training  Provision of Information
  24. 24. Directors, Managers and the Law  Common Law – reasonable behaviour between people • Contracts for work • Duty to work • Duty of Care  Statue Law – HASAWA and Regulations • Max fine to date £1.2m • Criminal record • Possible imprisonment
  25. 25. Balancing Compliance and Legal Action  Sentencing criteria – How far short from the appropriate standard did the defendant fall? – What happened? – Was there a deliberate breach of legislation? – Was attention paid to the warnings given previously?
  26. 26. Health and Safety at Work etc Act 1974  Section 2 : Employers must as far as reasonable practicable, safeguard the health, safety and welfare of employees. In particular this extends to the provision and maintenance of: – Safe plant and systems of work – Safe storage, handling, maintenance and transport of (work) articles and substances – Necessary information, instruction, training and supervision – A safe place of work, with safe access and egress – A safe working env. With adequate welfare facilities
  27. 27. Enforcement  HSE and LA.  Improvement Notice – 21 days  Prohibition Notice  Prosecution
  28. 28. Related Legal Concepts and Acts  ‘Senior managers will be charged for breaches of health and safety law individually if we can connect top executives to blood on the floor…’ J. Rimington, former Director HSE  Criminal responsibility has been given to Directors and Senior Managers under Sect 37 of HASAWA ’74  Company Director’s Disqualification Act 1986.  Corporate Manslaughter
  29. 29. What Senior Managers must do  Initiate policy and set targets  Administer the policy and delegate it to others  Be knowledgeable as necessary.  Ensure training takes place  Require safe practices to be observed  Ensure adequate financial allowance is made for safety issues  Set up procedures for reporting of injuries  Carry out all other responsibilities as required by policy  Set by example.
  30. 30. Overview of Regulations – MHSWR 1992 – PUWER 1998 – LOLER 1998 – Manual Handling Operations Regs 1992 – DSE Regulations 1992 – Fire Precautions (Workplace) Regs 1997 – COSHH 1999 – Confined Spaces Regs – Electricity at Work Regs – Workplace Health Safety and Welfare Regs – Health and Safety Consultation with Employees Regulations – And others
  31. 31. Thank You

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