SITE ESTABLISHMENT UNIT 5 Managing Health & Safety in - - PowerPoint PPT Presentation

SAFETY MANAGEMENT & SITE ESTABLISHMENT

UNIT 5

Managing Health & Safety in Construction

• The Hatfield rail crash was a railway accident on 17 October 2000, at Hatfield,

Hertfordshire, UK.

• Four passengers were killed in the crash.
• The investigation found the unsafe line shattered into 300 pieces after the crash.
• Etc................
• WHAT ARE THE MAJOR SHORTCOMINGS THAT RESULTED IN THIS

ACCIDENT?

• Major stewardship shortcomings of the privatised national railway infrastructure

company ‘Railtrack’ and the failings of the regulatory oversight which the company had had in its initial years (principally a failure to ensure that the company had a sound knowledge of the condition of its assets)

Guardian - Monday January 22, 2001

The sufferers, all of whom became ill after coming into contact with asbestos while working in shipyards, were expected to receive pay-outs totalling £4 billion. The Daily Record newspaper says Chester Street Insurance Holdings Ltd has applied to go into provisional liquidation after selling Iron Trade Insurance Ltd. A total of 5,000 shipyard workers in Scotland alone had made claims for compensation, with the number forecast to swell to 50,000 UK-wide by 2015. Up to 50,000 victims of asbestos-related diseases face missing out on compensation after the company handling their claims went into liquidation.

NEWSFLASH: £4bn asbestos pay-outs in peril after company collapses

A woman has sustained leg injuries after she was trapped by falling scaffolding in Edinburgh's west end. The 28-year-old was walking along Palmerston Place near Haymarket at about 0830 GMT on Tuesday when the scaffolding collapsed. AAA Scaffolding Ltd said it was "absolutely devastated by the freak accident". An ambulance spokesman said: "We got numerous 999 calls reporting a scaffolding collapse just opposite St Mary's Cathedral. "We subsequently found that one female was trapped and she was conscious. "She was stabilised at the scene before being taken to the Royal Infirmary, where she arrived at about 0930 GMT." The woman was being treated for her injuries, which were not considered life-threatening. Greater numbers of casualties were averted because streets were deserted for the holidays. Eyewitness Josephine Kay said: "I heard this awful grinding metal noise and a gust of wind and the next minute the scaffolding just came away from the wall, down like a pack of cards. We started to lift planks and all the metal bars. She was screaming 'I can't breathe, I can't breathe'. One of the poles was really pushing her into the road." The road remained closed as the Health and Safety Executive began investigations at the site. AAA Scaffolding said it had removed neighboring scaffolding from the site last week at the end of refurbishment work. AAA Scaffolding was fined £48,750 and Stone Tec £30,000 at the city's Sheriff Court. AAA Scaffolding, of Kirkliston, admitted failing to adequately stabilise the scaffolding on 30 December 2004. The charge said that as a result it was left free-standing and on 4 January it collapsed and struck and trapped Miss McGeachy to her severe injury, permanent impairment, disfigurement and danger to her life. Stone Tec, of Russell Road, Edinburgh, admitted failing to provide appropriate training to its contracts manager Angus Scott in regard to the inspection of scaffolding. A health and safety inspection revealed that the scaffolding in Palmerston Place was secured to the building by only one tie. Advocate Gavin Anderson, appearing for AAA Scaffolding, said the company's owner Scott Lawrie had failed to give adequate instructions on securing the scaffolding. She added that there appeared to be an insufficiency of training and knowledge about scaffolding industry-wide.

Falling scaffolding traps woman

“There are no short cuts to successful health & safety

• management. It cannot be sidelined. It must not be

delegated out of sight …………… The starting point is the genuine and thoughtful commitment to top management” A J Linehan HSE

"Many employers take their health and safety responsibilities seriously, but there are still too many who don't. Directors must be accountable for their

• rganisations' health and safety performance: this

should be a core requirement of business activity, not an inconvenient 'add-on'. Health and safety performance is just as important as financial

• performance. Quite simply, those who cannot manage

health and safety, cannot manage.”

HSC Chair : Bill Callaghan Jan 2001

Aims of today’s lecture

• Main elements of Managing Health & Safety
• HSE application of Plan-Do-Check-Act cycle

Managing for health and safety – 3rd Edition in 2013 (HSE Publication HSG65)

Download a free copy from here: http://www.hse.gov.uk/pubns/books/hsg65.htm Most of the information in this subject comes from this document

The older version of HSG65 - “Successful Health & Safety Management” - suggests 5 key elements to managing the workplace in a healthy and safe way.  Policy  Organising  Planning & Implementation  Measuring performance  Reviewing performance The new version has now moved away from using the POPMAR (Policy, Organising, Planning, Measuring performance, Auditing and Review) model to a ‘Plan, Do, Check, Act’ approach

‘Plan, Do, Check, Act’ approach

Plan, Do, Check and Act cycle

(Source: HSE, 2013)

William Edwards Deming (October 14, 1900 – December 20, 1993)

11

Who is Dr. W. Edwards Deming?

• Dr. W. Edwards Deming is known as the father of the Japanese post-war

industrial revival and was regarded by many as the leading quality guru in the United States. Trained as a statistician, his expertise was used during World War II to assist the United States in its effort to improve the quality of war materials. He was invited to Japan at the end of World War II by Japanese industrial leaders and engineers. They asked Dr. Deming how long it would take to shift the perception of the world from the existing paradigm that Japan produced cheap, shoddy imitations to one of producing innovative quality products.

• Dr. Deming told the group that if they would follow his directions, they could

achieve the desired outcome in five years. Few of the leaders believed him. But they were ashamed to say so and would be embarrassed if they failed to follow his suggestions. As Dr. Deming told it, "They surprised me and did it in four years."

William Edwards Deming

Plan, Do, Check and Act cycle

(Source: HSE, 2013)

Classroom activity: Working as a group, identify specific activities which may take place in all of these 4 stages of the Deming Cycle from the construction industry participants point of view:

• Plan,
• Do
• Check
• Act

(1) Determining company Health and Safety Policy A good health and safety policy can contribute to business performance by:

 Supporting human resource development.  Minimising the financial losses which arise from avoidable accidents.  Recognising that accidents and ill-health result from failings in management control and are not just the fault of individual employees.  Recognising the development of a culture supportive of health and safety is necessary to achieve adequate control over risks.  Ensuring a systematic approach to the identification of risks and the allocation of resources to control them

Plan

 In effective management of health and safety, you need to think

about:

• (1) what you are going to do to manage health and safety,
• (2) decide who is going to do what and
• (3) then how

 Under HASWA, employers with 5 or more employees must

produce a written safety policy stating how they intend to look after the health, safety and welfare of their employees.

Written Safety Policy

The policy statement – this must:

• Give a clear statement of the Company’s commitment to health and safety
• Be seen as a document with authority and signed by the director responsible for safety
• State when policy will be upgraded and how safety is to be monitored
• Outline consultation methods with safety representatives

 The company organisation for safety – this must show how the

company has allocated responsibility for safety at different levels, just like any other company function. It must show in particular:

• The duties of individuals in different management positions
• Who has final responsibility for safety

 The arrangements – the practical steps to be taken to manage safety:

• Risk assessments, Training , Safe systems of work, Environmental control, Safe place of

work etc

The main components of company safety policy should be:



Organisations achieving success in health and safety minimise risk in their

• peration by drawing up plans and setting performance standards.



Planning the system you will use to manage health and safety involves:

• Identify objectives and targets for their achievement within a specific period.
• designing, developing and implementing suitable and proportionate management

arrangements, risk control systems and workplace precautions

• perating and maintaining the system while also seeking improvement where needed
• Set performance standards for management
• linking it to how you manage other aspects of the organisation

 In order to plan successfully, you need to establish:

• where the organisation is now, by considering accurate information about the current

situation

• where you need to be, using legal requirements and benchmarking to make comparisons
• what action is necessary to reach that point

(2) Planning for implementation

Do

(1) Profiling your health and safety risk

Profiling your health and safety risk involves:

 Identify the risks  Determine who might be affected?  Decide the control measures  Report, record and review

(i) Controls within the organisation: through leadership, management, supervision, performance standards, instruction, motivation, accountability, rewards and sanctions (ii) Co-operation - between workers, their representatives and managers through:

 Involving/consultation of all employees in policy formulation

and development, and in planning, implementing, measuring, auditing and reviewing performance.

 Making arrangements for involvement at the operational level

to supplement more formal participated arrangements.

(2) Organising for health and safety

POLICY

Typical organisational management chain of responsibilities for safety

(iii) Communication – across the whole organisation, through:

 Visible behaviour  Written material (e.g. company safety policy, safety leaflets, posters, newsletters etc.)  Face-to-face discussion

(iv) Competence – to achieve this safety competence, the following should be considered:

 Recruitment  Selection, placement and transfer  Training, coaching and the provision of adequate specialist advice

(2) Organising for health and safety

The key steps involved are:

 Decide on the preventive and protective measures needed

and put them in place.

 Provide the right tools and equipment to do the job and

keep them maintained.

 Train and instruct, to ensure everyone is competent to carry

• ut their work.

 Supervise to make sure that arrangements are followed.

(3) Implementing your plan

Check

(1) Measuring performance



Make sure that your plans have been implemented – ‘paperwork’ on its own is not a good performance measure.



Assess how well the risks are being controlled and if you are achieving your aims. In some circumstances formal audits may be useful.



Checking that you are managing risks in your organisation is a vital, sometimes an overlooked step. Checking involves setting up an effective monitoring system, backed up with sensible performance measures. There are two basic systems of monitoring:

 Active Systems,  Reactive systems

 Active systems which monitor the achievement of plans

and the extent of compliance with standards. Active monitoring provides the feedback before the accident or ill- health occurs.

 Reactive systems which monitor accidents, ill health and

• safety. Reactive monitoring provides the feedback after the

accident or ill-health occurs. Typically these systems collect and analyse information suggesting failures in safety performance, such as:  Injuries, Cases of ill health, Other loss incurring events etc.

Active Systems, Reactive systems



Findings from your investigations can form the basis of action to prevent the accident or incident from happening again and to improve your overall risk management.



This will also point to areas of your risk assessments that need to be reviewed.



An effective investigation requires a methodical, structured approach to information gathering, collation and analysis.

Investigating accidents and incidents

(1) Review your performance



Learn from accidents and incidents, ill-health data, errors and relevant experience, including from other organisations.



Revisit plans, policy documents and risk assessments to see if they need updating. The aim of this review is to make the maximum use of knowledge gained from experience in order that health and safety standards can be improved.

Act

(2) Take action on lessons learned



Include audit and inspection reports. Learning from experience through the use of audits and performance reviews enables organisations to maintain and develop their ability to manage risks to the fullest possible extent.

Act



Health and safety is a core management skill,



Most accidents can be avoided through the action by management



Managing for health and safety – 3rd Edition in 2013 is the code

• f practice, which recommends “Plan, Do, Check, Act” for

continuous improvement in H&S,



Companies must design their organisational structures, communication channels and methods in order to allocate the H&S responsibilities clearly at all levels.



A well designed H&S policy can act as a good preventative safety tool, but policies and practices must be continuously re- evaluated based on active and reactive control measures.

Conclusions

Looking at the “Leading health and safety at work” handout, produce answers to the following questions as a small team;

1.Why is health and safety a leadership problem? 2.What are the legal responsibilities of employers by the health and safety law? 3.How can you reconcile the health and safety policy with the company culture? 4.How can the senior management of an organisation make sure that “the ownership” of

health and safety is assured?

• 5. What can management do to ensure that the vital parts of a health and safety culture

is adhered to?

6.How can the senior management review health and safety performance? 7.What are the consequences if the leadership performs poorly in executing health and

safety?

8.What are your personal views on “Plan, Do, Check, Act” cycle?

I will nominate a number of students to kindly answer each questions with their own words.

Tutorial 1

Reading the “Safety in Design: A Proactive Approach to Construction Worker Safety and Health” paper, in pairs, agree

• n the answers of the following;

1.

What are the important points made in the rationale and/or problem statement of this research?

2.

What are the aim and objectives?

3.

Which methodology was administered?

4.

What are your views on the methodology of this paper for achieving these aim and objectives?

5.

What are the significant results?

6.

What are your views on the results?

7.

What are your views on the conclusions?

Tutorial 2