Management of Health Safety

1. Management of Health & Safety Joe McNicholas July 2000

2. Safety Management 2 Safety anagement Why did the stacker driver ignore the incident? Either: 1) Wrong attitude or 2) Poor Safety culture. How should a Manager react if he sawWhy did the stacker driver ignore the incident? Either: 1) Wrong attitude or 2) Poor Safety culture. How should a Manager react if he saw

3. Safety Management 3 Management Different types of Manager There are different types of Manager but only one who has specific regulations laid down of how he/ she should go about the role. Argue against Personnel (employment law) and Environmental (Environmental protection act) – No actual specific Management regulations. If a warehouse worker opens a parcel using a Stanley Knife, what specific hazard can cause them harm? The normal answer is the Stanley knife. The answer should be the Stanley knife blade. Emphasis the word specific.There are different types of Manager but only one who has specific regulations laid down of how he/ she should go about the role. Argue against Personnel (employment law) and Environmental (Environmental protection act) – No actual specific Management regulations. If a warehouse worker opens a parcel using a Stanley Knife, what specific hazard can cause them harm? The normal answer is the Stanley knife. The answer should be the Stanley knife blade. Emphasis the word specific.

4. Safety Management 4 Safety Management The six objectives of Safety Management are: A brief description of eachA brief description of each

5. Safety Management 5 Safety Management The five key elements of Safety Management are: An brief analysis of each item will take place in the next slidesAn brief analysis of each item will take place in the next slides

6. Safety Management 6 Safety Management The Safety Policy. Stress the legal obligations of the statement, organisation and arrangements. The policy is the first supporting material that lasy the foundation of a Safety Management programmeStress the legal obligations of the statement, organisation and arrangements. The policy is the first supporting material that lasy the foundation of a Safety Management programme

7. Safety Management 7 Safety Management Involvement, commitment & participation at all levels must be maintained. Board level. Senior Management. Middle Management. Supervision. Shop-floor. Encourage co-operation. Employees. Safety Representatives. ROES.

8. Safety Management 8 Safety Management Secure effective Communication Channels. Employees to Supervisors. Supervisors to Middle Management. Middle Management to Senior Management. Employees to Senior Management. Assess skills required for the task and instruct as necessary. Specific training. General training. Group. Individual. Dependant on an organisations size and structure employees can meet directly with senior management. The less channels that a message has to go through, the better. Nothing is lost through Chinese whispers. Once skills have been assessed through appraisals, inspections etc, decide on what training, if any, is required and how that training will be carried out.Dependant on an organisations size and structure employees can meet directly with senior management. The less channels that a message has to go through, the better. Nothing is lost through Chinese whispers. Once skills have been assessed through appraisals, inspections etc, decide on what training, if any, is required and how that training will be carried out.

9. Safety Management 9 Safety Management Identify relevant and attainable objectives and targets. Set performance standards for Management, and risk control - legal requirement as an absolute minimum. Consider risks to employees and others. Control the risks. Document performance standards. Relevant and attainable objectives – e.g. days without a lost time accident, set a target. Performance standards for management – e.g. a marked reduction in the number of back complaints/ injuries and/ or all employees to be trained in Manual Handling techniques before a given date. Risk to employees and others – e.g. storing aerosols near a window that leads onto a street or road. Write down performance standards and make sure everybody is aware of them and has access to them. People respond better to written instructions than verbal instructions or hearsay. Relevant and attainable objectives – e.g. days without a lost time accident, set a target. Performance standards for management – e.g. a marked reduction in the number of back complaints/ injuries and/ or all employees to be trained in Manual Handling techniques before a given date. Risk to employees and others – e.g. storing aerosols near a window that leads onto a street or road. Write down performance standards and make sure everybody is aware of them and has access to them. People respond better to written instructions than verbal instructions or hearsay.

10. Safety Management 10 Safety Management There are two ways to monitor the system.

11. Safety Management 11 Safety Management The information gathered from active and re-active monitoring systems must be used to. Identify high risk or problem areas. Prioritise any remedial measures. High risk and problem – Hazardous substances, regular incidents of a particular injury. Prioritise - Severity v RiskHigh risk and problem – Hazardous substances, regular incidents of a particular injury. Prioritise - Severity v Risk

12. Safety Management 12 Safety Management Periodic reviews and audits of the system must be carried out. Full audit of all safety systems of the organisation. Ensure that current standards are as close as possible to the standards laid down during planning and implementing. Gather information as to whether or not the initial strategy is working or whether this should be changed to achieve the desired objectives.

13. Safety Management 13 Safety Management