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My view imprint 2011

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Health and Safety made simple... another part of my guideline series...

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My view imprint 2011

  1. 1. Creating YOUR Notes onSAFETY CreatingIMPRINT SAFELY YOUR Legal Liability and the Safety Professional’s duty of care: Ministry of Housing and Local Government v Sharp (1970) Lord Denning SAFETY “The duty to use due care in a statement arises not from any voluntary assumption of responsibility, but from the fact that the person making it IMPRINT knows, or ought to know, that others would act on the face of the statement being correct” SAFELY ‘What that statement of Lord Dennins really says is that if you give advice it may reasonably follow that someone will act on that advice and therefore the advice must be accurate.’ A Practical Solution to The Safety & Health Practitioner December 1998 (27) Article by Paul Jones Introducing and Maintaining Safety at Work Bacon’s Essays of Studies P202‘Reading maketh a full man, conference a ready man, and writing an exact man;and therefore, if a man write little, he had need have a great memory;if he confer little, he had need a present wit; and if he read little,he had need much cunning, to seem to know that he doth not.’ C1600 Copyright Clive Burgess© 2011
  2. 2. CONSULTATION A Practical Solution to Introducing and Maintaining Manage Information Consultation, communication and reporting Safety at Work Keeping control of the situation: Use this acronym to manage (OHS) Risk/Cost Control System your paperwork flows and to create an auditable trail Your footprint in Five steps Making your imprint Making your imprint lastDIMRC - These should be Documented, Implemented, Maintained, Reviewed Benchmarking and Best Practiceand Communicated Reviewing your companies existing safety system. (PIREM) Documented – Diaries, Audits, Research Files, Activities Files, Database, Leaflets etc 1: Process 2: Impact 3: Regulate 4: Execute 5: Maintain Implemented – Pro-active involvement, Influencing the situation, Involving Reviewed – To observe action points had been triggered and were others noticeable Maintained – Challenging the status quo, Employee surveys, Facing reality 1: Process (OHS) Risk/Cost Control System – Step One Reviewed – To observe action points had been triggered and were BEHAVIOUR Co-operation and Review noticeable Review Behaviour patterns and trends, gain co-operation by involving the Communicated – Through direct ‘face to face’ contact - leaflets workforce from the start of your safety project. GAP Auditing Glossary: Charter > Vision > Goal > Policy >Expectation > Intent > Review your existing health and safety policy and procedures to find out Value > Behaviour > Commitment what already exist and what is missing. Charter 2: Impact (OHS) Risk/Cost Control System – Step Two the fundamental principles of an organization; constitution ORGANISATION Coordination and Competition ‘The Charter of the United Nations’ Review your Organisation to find out how your workforce operates in Vision relation to your existing health and safety policy and procedures. How are the ability or an instance of great perception, esp. of future these processes coordinated by the workforce and the management team? developments ‘A man’s vision’ Does this give you a competitive edge? Is it safe? Lean productive units Goal Conduct a general risk assessment the aim or object towards which an endeavour is directed Specific Topics Policy 3: Regulate (OHS) Risk/Cost Control System – Step Three a plan of action adopted or pursued by an individual, government, party, business, etc. GUIDELINES Conditions and Competence Expectation Documented – Diaries, Audits, Research Files, Activities Files, an attitude of expectancy or hope; anticipation Database, Leaflets etc ‘to regard something with expectation’ 4: Execute (OHS) Risk/Cost Control System – Step Four Intent PLAN Implementation and Control something that is intended; aim; purpose; design Implemented – Pro-active involvement, influencing the situation, Value involving others the moral principles and beliefs or accepted standards of a person 5: Maintain (OHS) Risk/Cost Control System – Step Five or social group ‘a person with old-fashioned values’ Maintained – Challenging the status quo, Employee surveys, facing Behaviour reality manner of behaving or conducting oneself Commitment If you are creating your (OHS) Risk/Cost Control System from scratch an obligation, promise, etc. that restricts ones freedom of action work backwards from step five to step one.
  3. 3. TEAMWORK Manage People BEHAVIOUR: Making your imprint CO-OPERATION and REVIEW > Process1: Process: BEHAVIOUR CO-OPERATION and REVIEW 1: Process (OHS) Risk/Cost Control System – Step One2: Impact: ORGANISATION COORDINATION and COMPETITION Co-operation and Review3: Regulate: GUIDELINES CONDITIONS and COMPETENCE Review Behaviour patterns and trends, gain co-operation by involving the4: Execute: PLAN IMPLEMENTATION and CONTROL workforce from the start of your safety project.5: Maintain: OBSERVE MONITOR and MEASURE GAP Auditing Review your existing health and safety policy and procedures to find out what already exist and what is missing.PLAN IMPLEMENTATION and CONTROL > ExecuteWe want you to come to work and go home without harm How we do things around hereThe Charter: The Commitment:Vision, Values & Behaviours. Commitment Providing Safety and Preventing Harm to AllThe Policy: The Expectations:OHS&E Safety Everywhere, Everyday Living up to ‘Safety Its My Responsibility’The Goal: The Culture:Zero Harm Safety Everywhere, Everyday Behaving Safe, without Harm, Identifying HazardsBEHAVIOUR CO-OPERATION and REVIEW > ProcessHow we do things around here Identify responsibility and accountabilityThe Commitment:Providing Safety and Preventing Harm to All Hazard identification, risk assessment, and control of risksThe Expectations:Living up to ‘Safety Its My Responsibility’ Communicated – Through direct ‘face to face’ contact - leafletsThe Culture:Behaving Safe, without Harm, Identifying Hazards Keeping control of the situationGUIDELINES CONDITIONS and COMPETENCE > Regulate Reduce risk by assessing the situation Remove, reduce or contain hazardsWe want you to follow these rules Documentation (paper flow) Auditable trailThe Systems:Documentation and Data for Safe Operations Practice, Controlling Risks Perception, knowledge and practices of employees in relation to health andORGANISATION COORDINATION and COMPETITION > Impact safetyWe want you to do this using these to produce that Observe the systematic interaction of people, machines in relation to theThe Organisation: work environment. Consider the organisational and cultural factors, whichSupport through Consultation, Communication and Reporting effect the actions or activities performed to complete the task.The Leadership:Offering Guidance, Direction and Support, Honest and TrustworthyOBSERVE MONITOR and MEASURE > ControlMaking your imprint last There are manyKeeping control of the situation different behaviouralReduce risk by assessing the situation safety systems on theRemove, reduce or contain hazards internetDocumentation (paper flow) Auditable trail
  4. 4. MANAGEMENT ORGANISATION: Making your imprint COORDINATION and COMPETITION > ImpactManage Operations Keeping Control of the Situation 2: Impact (OHS) Risk/Cost Control System – Step TwoElements required for a health and safety plan – Dr Niki Ellis 2001 Coordination and Competition Review your Organisation to find out how your workforce operates inVision: What the organisation aspires to in health and safety and why. relation to your existing health and safety policy and procedures. How are these processes coordinated by the workforce and the management team?Values: Important principles in doing health and safety, and probably more Does this give you a competitive edge? Is it safe?about why. Lean productive units Conduct a general risk assessmentGoal: What the organisation wants to achieve overall for health and safety We want you to do this using these to produce thatwithin the timeframe of the plan. The Organisation:Indicators/targets for the goals: The measures that will be used to assess Support through Consultation, Communication and Reportingprogress towards the goals and the change expected between now and the The Leadership:defined time in the future using these measures. Offering Guidance, Direction and Support, Honest and Trustworthy Risk AssessmentsKey priority areas (KPA): Priorities for action in the period of the plan. Risks (elimination, substitution, engineering controls, administration controls, personal protective equipment, and purchasing goods andObjectives: What the organisation wants to achieve in the timeframe for each services)KPA Contingency preparedness and response Communicated – Through direct ‘face to face’ contact - leafletsStrategies: How the organisation intends to achieve its objectives. Keeping control of the situationSubheadings are needed within strategies to describe task, timelines and Reduce risk by assessing the situationaccountabilities (who is accountable for getting this done) Remove, reduce or contain hazards Documentation (paper flow) Auditable trailDocumentation (paper flow) Auditable trail Performance indicators for various elements of workplace Organisational Health and Safety (OHS) IndicatorsKeeping control of the situation Leadership Five Steps to Risk AssessingElements of Implementation for a Risk Management System Consultative Information Identify the Hazards1. Identify responsibility and accountability Planning2. Training and competency Training Identify the Risk3. Consultation, communication and reporting Risk Management And the people at Risk4. Documentation and data control Hazard identification5. Hazard identification, risk assessment, and control of risks Risk assessment Evaluate, remove or reduce, and protect6. Risks (elimination, substitution, engineering controls, administration controls, Risk control from risk personal protective equipment, and purchasing goods and services) Injury Management7. Contingency preparedness and response First aid Record, plan, inform, instruct, and train Rehabilitation Workers compensation Review
  5. 5. GUIDELINES: Making your imprintCOMPLIANCE Manage Finance CONDITIONS and COMPETENCE > Regulate1: Process Identify responsibility and accountability 3: Regulate (OHS) Risk/Cost Control System – Step Three2: Impact Contingency preparedness and response3: Regulate Documentation and data control Documented – Diaries, Audits, Research Files, Activities Files,4: Execute Hazard identification, risk assessment, and control of risks Database, Leaflets, Training Files5: Maintain Training and competency We want you to follow these rulesCompliance with HS (G) 65 The Systems: IMPACT – How we judge our achievements Documentation and Data for Safe Operations Practice, Controlling Risks Compliance with external standards, eg Documentation and data controlPolicy legislation, codes of practice etc Training and competencyOrganising Compliance with internal standardsInform, Instruct, Train: Hazard/incident report rates Communicated – Through direct ‘face to face’ contact - leaflets Rates of improvements made Keeping control of the situation: Regulations Accident PreventionMonitoring Cost of damaged equipment Reduce risk by assessing the situationInspecting Risk ratings Remove, reduce or contain hazardsInvestigating Satisfaction of line manager with OHS services Documentation (paper flow) Auditable trailMeasuring Performance Perception, knowledge and practices of ‘Six Pack’Reviewing Performance employees in relation to health and safety Management of Health & Safety 1999 Manual HandlingAuditing Documentation (paper flow) Auditable trail Welfare at work (Workplace) Creating a LibraryAdvice, Checks and Reports Display Screen EquipmentKeeping control of the situation: Use this acronym to achieve your goals Personal Protective Equipment PUWER Work Equipment• DAOTM – LOLER Lifting Equipment Direction, Aims and Objectives, Targets and Milestones COSHH 2002Keeping control of the situation: Use this acronym when setting objectives and Signs and signalstargets Noise at work Electricity at work Lighting• SMARTER- These should be Specific to the desired outcome, Measurable Vibration at work with noticeable and observable change, Achievable but challenging enough RIDDOR not to be tedious , Reasonable in the expectations of the participant and with First Aid given Time restraints, Evaluated and Redefined – Working towards a Safety Accident Book Culture – ‘Safety it’s my responsibility’ Fire Order 1. Specific Consultation with Employees 2. Measurable Working from Heights 3. Achievable Asbestos 4. Reasonable Lead 5. Time Insurance – Liability- Indemnity Policy 6. Evaluation Working Time Directive 7. Redefine CDM 2007
  6. 6. Inform, Instruct, Train PLAN: Making your imprint IMPLEMENTATION and CONTROL > ExecuteA Practical Solution to Introducing and Maintaining 4: Execute (OHS) Risk/Cost Control System – Step FourSafety at WorkInvolvement and Responsibility Implemented – Pro-active involvement, influencing the situation,Manage safely: MAINTAIN involving othersYour footprint in Five stages Making Your Imprint Last We want you to come to work and go home without harmStage one Manage Risks: CONTROL The Charter:Maintaining the (OHS) RISK/COST CONTROL SYSTEM. Observation Vision, Values & Behaviours. CommitmentAdministration. Using this guidebook The Policy:  to maintain safe and healthy working conditions; and OHS&E Safety Everywhere, Everyday  to review and revise this policy as necessary at regular intervals. The Goal: Zero Harm Safety Everywhere, EverydayStage two Manage Finance: COMPLIANCE  to provide adequate control of the health and safety risks arising from our Communicated – Through direct ‘face to face’ contact - leaflets work activities;Contribute to the implementation of change in services products and Keeping control of the situationsystems by ensuring your company is compliant with health and safety Reduce risk by assessing the situationregulations. Remove, reduce or contain hazardsPlan, allocate and evaluate work carried out by teams, individuals and self. Documentation (paper flow) Auditable trailRecommend, monitor and control the use of resources. • DIMRC - These should be Documented, Implemented, Maintained,Stage three Manage Operations: MANAGEMENT Reviewed and Communicated  to provide information, instruction and supervision 1. Documented – Diaries, Audits, Research Files, Activities Files,  to ensure all employees are competent to do their tasks, and to give them Database, Leaflets etc adequate training; 2. Implemented – Pro-active involvement, Influencing the situation,  prevent accidents and cases of work-related ill health; Involving othersMaintain and improve service and product operations 3. Maintained – Challenging the status quo, Employee surveys,Plan activities and determine work methods to achieve objectives Facing realityStage four Manage People: TEAMWORK 4. Reviewed – To observe action points had been triggered and  to ensure safe handling and use of substances were noticeable  to provide and maintain safe plant and equipment 5. Communicated – Through direct ‘face to face’ contact - leafletsCreate, maintain and enhance effective working relationshipsStage five Manage Information: CONSULTATION  to consult with our employees on matters affecting their health and safety;Seek, evaluate and organise information for actionExchange information to solve problems and make decisionsDevelop teams, individuals and self to enhance performance

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