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Health and safety management
Managing health
and safety
Five steps to success
This paper summarises the key messages of the new edition of
Successful health and safety management which retains the well received
framework for managing health and safety set out in earlier editions, as well
as providing improved guidance on:
• planning for health and safety;
• accident and incident investigation;
• health and safety auditing.
This paper also explains what is involved in good management of health
and safety and the cost of getting it wrong.
It is aimed at directors and managers and should also help supervisors,
owners of small firms, employee representatives, insurance companies,
trade associations and other key players.
Key elements of successful health and safety management
Policy
Planning and
Organising
Measuring
Reviewing
Auditing
Policy
Organisational
Developing
Feedback loop to
Information link
Control link
WHY MANAGE HEALTH AND SAFETY?
Every working day in Great Britain at least one person is killed and over
6000 are injured at work. Every year three-quarters of a million people take
time off work because of what they regard as work-related illness. About
30 million work days are lost as a result.
Accidents and ill health are costly to workers and their families. They can
also hurt companies because, in addition to the costs of personal injuries,
they may incur far greater costs from damage to property or equipment, and
lost production.
With very few exceptions, employers have to have liability insurance cover
for injuries and ill health to their employees. They will also have insurance
for accidents involving vehicles and possibly third-party and buildings
insurance.
However, insurance policies only cover a small proportion of the costs of
accidents. Costs not covered by insurance can include:
• sick-pay;
• damage or loss of product and raw materials;
• repairs to plant and equipment;
• overtime working and temporary labour;
• production delays;
• investigation time;
• fines.
HSE studies have found that
policies. In a wide range of
premiums in the same year;
premiums.
Insurance costs £1
Uninsured costs £10
Directors and managers can be held personally responsible for failures to
control health and safety. Can you afford such failures? Do you really manage
health and safety?
This booklet shows you how. It lists five steps to success. Following them
will help you to keep your staff at work and reduce the costs of injuries,
illness, property and equipment damage. You will have fewer stoppages,
higher output, and better quality. By complying with the law and avoiding
fines you will avoid damaging publicity. You cannot be a 'quality'
organisation unless you apply sound management principles to health and
safety.
Inspectors visiting your workplace will want to know how you manage health
and safety. If an accident occurs, you, your systems, procedures, and
employees will come under scrutiny. Will they stand up to examination?
Read about the five steps and ask yourself the five questions after each one.
Get your managers and staff to discuss them.
STEP 1: SET YOUR POLICY
The same sorts of event that cause injuries and illness can also lead to
property damage and interrupt production so you must aim to control all
accidental loss. Identifying hazards and assessing risks,* deciding what
precautions are needed, putting them in place and checking they are used,
protects people, improves quality, and safeguards plant and production.
Your health and safety policy should influence all your activities, including
the selection of people, equipment and materials, the way work is done and
how you design and provide goods and services. A written statement of your
policy and the organisation and arrangements for implementing and
monitoring it shows your staff, and anyone else, that hazards have been
identified and risks assessed, eliminated or controlled.
*A hazard is something with potential to cause harm. The harm will vary in severity - some
hazards may cause death, some serious illness or disability, others only cuts and bruises.
Risk is the combination of the severity of harm with the likelihood of it happening.
Ask yourself:
1 Do you have a clear policy for health and safety; is it written down?
2 What did you achieve in health and safety last year?
3 How much are you spending on health and safety and are you getting
value for money?
4 How much money are you losing by not managing health and safety?
5 Does your policy prevent injuries, reduce losses and really affect the
way you work? Be honest!
STEP 2: ORGANISE YOUR STAFF
To make your health and safety policy effective you need to get your staff
involved and committed. This is often referred to as a 'positive health and safety
culture'.
The four 'Cs' of positive health and safety culture
1 Competence: recruitment, training and advisory support.
2 Control: allocating responsibilities, securing commitment, instruction
and supervision.
3 Co-operation: between individuals and groups.
4 Communication: spoken, written and visible.
Competence
• Assess the skills needed to carry out all tasks safely.
• Provide the means to ensure that all employees, including your
managers, supervisors and temporary staff, are adequately instructed
and trained.
• Ensure that people doing especially dangerous work have the necessary
training, experience and other qualities to carry out the work safely.
• Arrange for access to sound advice and help.
• Carry out restructuring or reorganisation to ensure the competence of
those taking on new health and safety responsibilities.
Control
• Lead by example: demonstrate your commitment and provide clear
direction - let everyone know health and safety is important.
• Identify people responsible for particular health and safety jobs -
especially where special expertise is called for, eg doing risk
assessments, driving fork-lift trucks.
• Ensure that managers, supervisors and team leaders understand their
responsibilities and have the time and resources to carry them out.
• Ensure everyone knows what they must do and how they will be held
accountable - set objectives.
Co-operation
• Chair your health and safety committee - if you have one. Consult your
staff and their representatives.
• Involve staff in planning and reviewing performance, writing procedures
and solving problems.
• Co-ordinate and co-operate with those contractors who work on your
premises.
Communication
• Provide information about hazards, risks and preventive measures to
employees and contractors working on your premises.
• Discuss health and safety regularly.
• Be 'visible' on health and safety.
Ask yourself:
1 Have you allocated responsibilities for health and safety to specific
people - are they clear on what they have to do and are they held
accountable?
2 Do you consult and involve your staff and their representatives
effectively?
3 Do your staff have sufficient information about the risks they run and the
preventive measures?
4 Do you have the right levels of expertise? Are your people properly
trained?
5 Do you need specialist advice from outside and have you arranged to
obtain it?
STEP 3: PLAN AND SET STANDARDS
Planning is the key to ensuring that your health and safety efforts really work.
Planning for health and safety involves setting objectives, identifying
hazards, assessing risks, implementing standards of performance and
developing a positive culture. It is often useful to record your plans in
writing. Your planning should provide for:
• identifying hazards and assessing risks, and deciding how they can be
eliminated or controlled;
• complying with the health and safety laws that apply to your business;
• agreeing health and safety targets with managers and supervisors;
• a purchasing and supply policy which takes health and safety into
account;
• design of tasks, processes, equipment, products and services,
safe systems of work;
• procedures to deal with serious and imminent danger;
• co-operation with neighbours, and/or subcontractors;
• setting standards against which performance can be measured.
Standards help to build a positive culture and control risks. They set out
what people in your organisation will do to deliver your policy and control
risk. They should identify who does what, when and with what result.
Three key points about standards
Standards must be:
• measurable;
• achievable;
• realistic.
Statements such as 'staff must be trained' are difficult to measure if you
don't know exactly what 'trained' means and who is to do the work. 'All
machines will be guarded' is difficult to achieve if there is no measure of the
adequacy of the guarding. Many industry-based standards already exist and
you can adopt them where applicable. In other cases you will have to take
advice and set your own, preferably referring to numbers, quantities and
levels which are seen to be realistic and can be checked. For example:
• completing risk assessments and implementing the controls required;
• maintaining workshop temperatures within a specified range;
• specifying levels of waste, effluent or emissions that are acceptable;
• specifying methods and frequency for checking guards on machines,
ergonomic design criteria for tasks and workstations, levels of training;
• arranging to consult staff or their representatives at set intervals;
• monitoring performance in particular ways at set times.
Ask yourself:
1 Do you have a health and safety plan?
2 Is health and safety always considered before any new work is started?
3 Have you identified hazards and assessed risks to your own staff and the
public, and set standards for premises, plant, substances, procedures,
people and products?
4 Do you have a plan to deal with serious or imminent danger, eg fires,
process deviations etc?
5 Are the standards put in place and risks effectively controlled?
STEP 4: MEASURE YOUR PERFORMANCE
Just like finance, production or sales, you need to measure your health and
safety performance to find out if you are being successful. You need to know:
• where you are;
• where you want to be;
• what is the difference - and why.
Active monitoring, before things go wrong, involves regular inspection and
checking to ensure that your standards are being implemented and
management controls are working. Reactive monitoring, after things go
wrong, involves learning from your mistakes, whether they have resulted in
injuries and illness, property damage or near misses.
Two key components of monitoring systems
• Active monitoring (before things go wrong). Are you achieving the
objectives and standards you set yourself and are they effective?
• Reactive monitoring (after things go wrong). Investigating injuries, cases
of illness, property damage and near misses - identifying in each case
why performance was substandard.
You need to ensure that information from active and reactive monitoring is
used to identify situations that create risks, and do something about them.
Priority should be given where risks are greatest. Look closely at serious
events and those with potential for serious harm. Both require an
understanding of the immediate and the underlying causes of events.
Investigate and record what happened - find out why. Refer the information
to the people with authority to take remedial action, including organisational
and policy changes.
Ask yourself:
1 Do you know how well you perform in health and safety?
2 How do you know if you are meeting your own objectives and standards
for health and safety? Are your controls for risks good enough?
3 How do you know you are complying with the health and safety laws that
affect your business?
4 Do your accident investigations get to all the underlying causes - or do
they stop when you find the first person who has made a mistake?
5 Do you have accurate records of injuries, ill health and accidental loss?
STEP 5: LEARN FROM EXPERIENCE - AUDIT AND REVIEW
Monitoring provides the information to let you review activities and decide
how to improve performance. Audits, by your own staff or outsiders,
complement monitoring activities by looking to see if your policy,
organisation and systems are actually achieving the right results. They tell
you about the reliability and effectiveness of your systems. Learn from your
experiences. Combine the results from measuring performance with
information from audits to improve your approach to health and safety
management. Review the effectiveness of your health and safety policy,
paying particular attention to:
• the degree of compliance with health and safety performance standards
(including legislation);
• areas where standards are absent or inadequate;
• achievement of stated objectives within given time-scales;
• injury, illness and incident data - analyses of immediate and underlying
causes, trends and common features.
These indicators will show you where you need to improve.
Ask yourself:
1 How do you learn from your mistakes and your successes?
2 Do you carry out health and safety audits?
3 What action is taken on audit findings?
4 Do the audits involve staff at all levels?
5 When did you last review your policy and performance?
CONCLUSION
This approach to managing health and safety is tried and tested. It has
strong similarities to quality management systems used by many successful
companies. It can help you protect people and control loss. All five steps are
fundamental.
How well did you answer the questions about each step? If you think there is
room for improvement, act today: don't react to an accident tomorrow.
This page was created on: 10/04/2007
Last modified: 10/04/2007
