ELEMENT 3: Managing risk – understanding people and processes

1. Health and safety culture
2. Improving health and safety culture
3. How human factors influence behaviour positively or negatively
4. Assessing risk
5. Management of change
6. Safe systems of work for general work activities
7. Permit-to-work systems
8. Emergency procedures

SCOPE OF LEARNING-

Managing risk – understanding people and processes

• concept of health and safety culture and how it influences performance
• Summary of how health and safety culture at work can be improved
• human factors which positively or negatively influence behaviour at work in a way that can affect health and safety
• principles of the risk assessment process

3.1 Health and Safety Culture

3.1.1 What is safety culture?

An organization’s safety culture is the result of individual and group beliefs, attitudes, perceptions, competences, and patterns of behavior that determine an organization’s commitment to, as well as the style and proficiency of, health and safety management. Organizations with a healthy safety culture have reciprocal trust-based communications, shared ideas of the importance of safety, and faith in the efficiency of preventive measures.

Safety culture is an essential subject, but it takes time to inspect (because to the sample required) and is difficult to address. It is advised that it be undertaken only where there is solid cause to believe that there is a substantial issue to solve, such as a poor safety record over time, and when the company is likely to be responsive to recommendations.

The culture of an organization can have just as much of an impact on safety outcomes as the safety management system. The term “safety culture” refers to a component of the entire organizational culture (and is defined in the box on the right). Several businesses use the term “safety culture” to describe their employees’ proclivity to follow rules and act safely or unsafely. Yet, we discover that management culture and style are far more important, such as a natural, unconscious bias for output over safety, or a tendency to focus on the short term and be overly reactive.

Poor cultural elements can manifest as the following symptoms:

• Frequent, routine procedural infractions;
• Failure to comply with the company’s own SMS (although either of these may simply be the result of poor procedure design);
• Management choices that appear to consistently prioritize production or cost over safety. It is feasible to acquire evidence regarding a company’s culture through inspection, but this requires questioning a representative sample of employees at all levels.

3.1.2 Health and safety culture and  performance

The employees that make up a company with a good health and safety culture are knowledgeable and committed to the values of safety. This will affect everyone in the company, from the CEO on down. The process begins with a clear declaration of intent that permeates the organization and influences the mindsets of management and employees as well as the methods of production and precautions taken to ensure worker safety. There will be a definite determination to eliminate or mitigate risks and make the workplace safe for everyone involved.

But, in environments with a poor safety culture, leaders and workers are more prone to implement the barest minimum of safety measures required to satisfy regulators, and even to ignore them altogether. This last scenario is quite improbable, but many businesses take health and safety very lightly. Their actions may be characterized as careless or reckless, and they appear to be willing to put themselves in harm’s way on the job.

3.1.3 Indicators of an organisation’s health and safety culture

Earlier, we mentioned that many aspects of what we would term the health and safety culture—general impressions of how the organization’s health and safety policy is accepted, the predominating patterns of behavior, etc.—are hard to assess. However there are a few distinguishable and measurable traits that may indicate the degree to which the overall qualities are present. We can infer something about the company’s attitude toward employee safety from these.

Level of Compliance with Rules and Procedures

The cornerstones of health and safety management are the implementation of safe work practices and the deployment of a variety of protective measures. So, the safest working conditions on a grinding machine can be achieved by always using the machine protection and always using the approved method for putting commodities into the machine.

An great indicator of actual health and safety attitudes is the degree to which these regulations and procedures are followed at all times. Having agreed-upon principles is great and all, but what really matters is how those policies are put into practice.

A high rate of compliance is indicative of a well-established health and safety culture. Based on what we know about the safety policy, the norms of the workplace, and the values of the company, we may infer that safety is a top priority. That’s not always the case, though. Workers may be resisting compliance because they are more concerned about safety than management and are enforcing their own compliance codes in defiance of management’s demands to cut corners, or because compliance is a management priority and the values are not shared by the workforce (who, perhaps, feel it is overly restrictive).

In light of this, it’s important to note that compliance may not always be indicative of a strong health and safety culture. Conversely, low levels of compliance would indicate a serious problem that requires investigating why the policy is not being executed.

Care must be taken while assessing degrees of compliance. Some of the reactive signs presented below can be used to make an educated guess, but formal and informal inspections are far more reliable. Yet, in order to carry out inspections and fix problems that are found, management must be dedicated to health and safety. There may be reluctance on the part of lower management to reveal such instances when action is based on the number of reported violations of rules and practices since it reflects adversely on them. Thus, safety representatives are vital in that they function as an objective third party.

Complaints About Working Conditions

The number of concerns reported to more senior management by supervisors, safety representatives, and health and safety practitioners may indicate the amount of compliance with the rules and measures or the degree to which those rules and procedures are deemed appropriate. In any case, a significant number of complaints would be indicative of a substandard health and safety culture.

Accidents

One obvious indicator of a company’s attention to health and safety is the frequency with which accidents occur there. As we shall see, risk assessment necessitates the collection of accident data (often by law), and statistical analysis of this data can reveal trends and allow for comparisons between organizations with comparable structures. A low safety record may highlight certain areas for improvement, but that doesn’t mean the entire health and safety culture is subpar.

Similarly, an accident-free workplace is not, in and of itself, evidence of a thriving culture.

Things can and do go wrong. The reasons for occurrences are crucial. Therefore, it is essential that accident reports include a thorough explanation of the events that led to the injuries that were reported. The value of near-misses cannot be overstated in this context. A cultural issue may exist if there is a consistent pattern of similar reasons that are not being adequately addressed.

Understanding what went wrong in an accident can teach businesses how to avoid similar situations in the future. There may not be enough emphasis placed on health and safety for that problem to be addressed.

Several other analyses of accident data may also reveal issues. The frequency of accidents at a large construction site, for example, would average out to a few per month on average, and this might be considered the standard for that company or industry. A problem may arise if this threshold is crossed. But if it’s significantly lower than normal, it could mean that accidents aren’t being reported.

Understanding the factors that contribute to an unusually low rate of workplace accidents is crucial. Due to the low risk nature of many businesses (compare office work to mining), poor safety measures may not always result in accidents or near misses.

Absenteeism and Sickness Rates

Accidents are only one aspect of health and safety, and using them to draw conclusions about an organization’s health and safety culture can be deceptive. The degree to which workplace health issues are acknowledged and treated may be indicative of the vitality of the prevailing culture.

Making definitive decisions in this area is challenging. The signs of illness may not appear for a while, and it may not be immediately clear that something at work is to blame. Furthermore, conditions that are exacerbated rather than caused by the working environment are difficult to identify.

One strategy to detect issues is to track the frequency and length of employee absences due to illness. Indicators of health and safety issues may be found in the causes of illness that the organization already collects as part of its human resource management (personnel) function. It may be simple to spot particular issues.

For example, back discomfort among workers who do heavy lifting and carpal tunnel syndrome among computer keyboard operators have both been linked to their respective occupations (which today includes most office workers). Workplace-related stress, asthma, headaches, etc., that have been linked in certain research, may also be an indicator of a problem. The occurrence of many cases of the same sickness among employees in the same or similar positions is another cause for concern.

The prevalence of such events is only one indicator of the health and safety culture. It also includes management’s willingness to monitor, investigate, and adjust as necessary.

Staff Turnover

A high employee turnover rate is generally indicative of workplace issues. There could be a variety of causes, including low income, low morale, a lack of direction, inadequate training, and little prospects for advancement. Some of them may have ramifications for the health and safety culture, thus it is essential that management is aware of the root causes and what they may mean for health and safety.

Employers frequently use exit or departure interviews to determine why employees are leaving, and the answers may be indicative of the status of health and safety in the organization. For instance, heavy workloads or a lack of training may suggest conditions that lead to high levels of stress or a lack of understanding and proficiency regarding safety precautions. Poor morale may also be cause for concern, as it is frequently coupled with a careless attitude toward safety.

3.1.4 The influence of peers on health and  safety culture

Workers who are in the same department or departmental level are considered peers.

The opinions of others often serve as a template for how we should act. People tend to conform to the norms of the group in order to feel like they belong there. This want motivates people to act in ways that are likely to be approved of by the group, whether they are aware of it or not. Because employee actions have such a direct bearing on the culture of an organization, this can have serious consequences for health and safety.

Peer pressure could encourage a safe and healthy work environment. This means that followers will follow their leader’s example if the latter thinks that working safely is the best method to complete the task at hand.

When a new person joins a team or organization, the same things happen. The new team member will make sure their behavior fits in with established norms. Everyone joining the team after this point will be expected to follow the group’s established safety procedures.

Thus, it is essential to foresee the impact of peers and devise strategies to make the most of this influence in fostering a healthy and safe work environment.

The strategy will focus on enlisting the support of upper-level management and other key opinion leaders, such as union officials, to push other managers and employees toward the organization’s health and safety culture goals. This would have been a productive method to harness the influence of peers.

3.2 Improving health and safety culture

The attitude an organization takes toward health and safety is something that can be developed and improved in a number of important ways. They are relevant whether a harmful culture needs to be altered or a thriving one needs to be sustained.

3.2.1 & 3.2.2 Management Commitment and Leadership

The company’s leadership is responsible for establishing a culture of safety. It is impractical to expect employees to implement the essential systems and processes to ensure safety on their own without the support of management. (But, by exercising their legal rights to consultation and by the activities of their union safety representatives, they may be able to force management to take the concerns involved more seriously than they do.)

The top of the company is where you will find the most dedicated management. Managers at all levels need to be inspired and motivated by strong leadership from the top to treat health and safety goals with the same seriousness they give to other production-oriented goals. To achieve this, it may be helpful to develop and enforce firm organisational priorities and goals based on the organization’s safety policy.

Management visibility is a crucial aspect in proving management’s commitment. If management is never seen on site or taking an active interest in safety issues, it is assumed that they are uninterested in the job or in health and safety.

Individual managers must understand that their dedication to health and safety is critical in establishing the tone for the company’s attitude towards safety, which workers will adopt as part of their culture. This visible commitment can be shown by:

• Establishing an open-door policy for employees to bring up health and safety concerns is one way to show that management is interested in and willing to address their concerns.
• Promoting a culture of health and safety that values individual agency and accountability.
• Increasing the visibility of health and safety committees and professionals throughout the organisation is one way that we’re working to improve health and safety standards overall.
• Generating and acting on health and safety performance reports on a regular basis.
• Making sure there is enough of everything to get the work done safely, including people, time, and money.
• Supplying necessary safety gear for individuals.
• Giving workers the training they need to do their jobs properly and safely and giving them that training on an as-needed basis.
• Making sure that flaws are fixed as quickly as practically possible and not allowing double standards to exist; enforcing corporate safety policies and demonstrating their own respect of them.

3.2.3 Use of Competent Personnel

The absence of qualified leaders inside the organisation who will establish rigorous standards and spearhead the push for safe working conditions and practises contributes to the precarious state of health and safety on the job.

It’s important to recognise that management isn’t always equipped with the expertise they need to ensure safety in all areas of the workplace. Yet, businesses have a responsibility to acquire this information and expertise by hiring specialised health and safety practitioners. These individuals may be hired on a full-time basis (more common in high-risk industries), or the company may teach current employees to take on the position. Sometimes it takes a person like that to get others moving on health and safety issues.

3.2.4 Effective Communication within the Organisation

Communication is the process through which one person or group of people delivers information to another person or group of people and, if necessary, elicits a response from the receiver.

Forms of Communication

Non-verbal communication involves communication through pictures and through behavioural and presentational cues (often termed “body language”), while verbal communication is the use of words in either written or oral form (and we will explore each of these individually below).

Written Communication

Written communication comprises reports, messages, letters, instruction and procedure manuals, newsletters, brochures, and announcements, etc., in the majority of organisations.

There are numerous extremely major benefits to written communication:

• It provides a permanent record of the communication that may be accessed for future reference and verification.
• Composing a message in writing affords the possibility for greater deliberation, clarification, and clarity, so facilitating its comprehension.
• Written materials can be easily disseminated to those unable to attend personal communications via printing and copying services.

On the other hand, it has a few drawbacks (albeit not all of them apply if supplied electronically):

• Creating written materials of the quality to which recipients have been accustomed is not inexpensive, and the expenses of printing, paper, shipping, etc. can be high when there is a need to distribute widely.
• Written communications are frequently impersonal.
• Misunderstandings are difficult to clear up, and feedback might take a long time (compared to verbal communication); furthermore, widespread dissemination and the permanence of the record can exacerbate any issues.

Oral Communication

Communication through the spoken word occurs on an individual level in face-to-face or telephone discussions, and among groups in meetings. This is equally as vital as textual communication in organisations; after all, people spend a significant amount of time interacting with one another.

Oral communication has several benefits:

• It is immediate in the sense that information can be delivered on demand, frequently in response to questions.
• The option for immediate feedback and questioning should maximise comprehension.
• It is more personal and direct, allowing participants’ personalities and emotions to enter the communication process.

On the flip side, there are drawbacks:

The temporary nature of the communication might lead to difficulty in recalling precisely what was said, especially on technical matters, which can be time-consuming and expensive, especially when a large number of people need to be brought together (although the production of written materials as a record of the communication after the event can overcome this).

Yet, since both the communication and the chance for comment are so forthright, there may be more room for misinterpretation. There could be issues with checking meaning after the fact, with status differences between manager and subordinate (or tutor and student) causing reluctance to ask for clarification, and with a lack of preparation in dealing with questions (leading to casual responses that might not be correct).

The two-way nature of oral communication is one of its defining aspects. Having the capacity for conversation is thus an important requirement. This means that it’s not simply the sender’s words that matter, but also how well they’re received and acted upon in the form of feedback.

Non-Verbal Communication – Graphical Symbols

Symbols are used a lot in safety communications, especially on signs that warn of dangers or give instructions about safety procedures and measures, like how to get out of a building in case of fire, how to use personal protection equipment, what kinds of chemicals are dangerous, etc. They are easy to understand because they don’t use a lot of words and are very direct. No extra information is needed.

But they only work when everyone agrees on what they mean, which isn’t always clear to people who have never seen the symbol before.

How to Talk Without Words: Body Language, etc.

It is almost impossible to communicate both in writing and in person without also sending messages through our actions and other things that are part of or around the communication. Research has shown that they are so important that they are crucial to how well the communication works or doesn’t work.

There are three kinds of nonverbal cues that send messages:

• A person’s gestures, eye movements, facial expressions, and general posture can tell you a lot about how they feel.
• Voice is how a message is said, such as the pitch, tone, etc.
• Space: The way the physical environment is set up can affect how well you can talk to someone, such as by making sure they are comfortable and no one is invading their space.
• How a person dresses, how they look after themselves, and other things can help or hurt the message they are trying to send.
• Written presentation. The layout and structure of words on a page can be just as important as the clarity of the words and sentences themselves in making it easier to understand what is being said.

For communication to work, it’s important that the nonverbal cues and signals match up with what is being said. (It’s less likely that these kinds of problems will happen when you write something down.) People have said that these points can be put together in six different ways, with the first four making the verbal communication stronger and the last one making it worse.

• Repeating the same thing, like pointing and giving directions at the same time.
• Complementing or adding to, like looking embarrassed when you admit to making a mistake.
• Drawing attention to something, like pounding the table to make a point.
• Keeping the conversation on track, such as by nodding your head when you want someone else to talk.
• Replacing speech, like when you shrug your shoulders instead of talking.
• Saying things that aren’t true, like showing anger while saying “I’m not angry.”

Effectiveness of Different Methods of Communication

In the realm of health and safety, clear and concise communication is of the utmost importance. It is critical to convey the importance of a safe work environment and to ensure that certain procedures and practises are understood.

The primary approaches that companies take to do this are discussed here. However, keep in mind that the aforementioned channels are not the only ones that can be utilised to spread health and safety messages.

Manuals for employees. They are used to outline the company’s approach to safety in the workplace (among other important information about the objectives of the organisation and conditions of employment). When an employee first starts working for the company, they will be given a copy, and any further revisions will be disseminated to all employees. This is an important document for everyone on staff, although it has nothing to do with anyone’s individual duties. Those who do not choose to read the entire formal policy statement will likely have the basics of the safety policy explained in an introductory course.

Handbooks and guides for operating procedures. They provide in-depth written instructions on how to carry out specific tasks, including health and safety considerations when applicable. They serve as the foundation for specialised instruction and are referred to as the “bibles” of their respective fields. They should serve their purpose of making clear what is expected if they are well-written and thorough. Yet, relying just on such written documentation is rarely adequate to guarantee safety.

• Precautionary talks. They focus on the unique safety needs of a certain task and go into depth about the risks involved and the preventative actions that can be taken. These will be adapted to the current demands of the workforce and will allow for inquiries and demonstrations. Such briefings suffer from the same flaws as all forms of oral communication, and a procedure manual is typically necessary as backup.

Talks in the toolbox. These meetings are an evolution of safety briefings and provide in-depth analyses of pressing concerns at the workplace. They are very similar to basis, and go through the necessary health and safety precautions for the tools, equipment, materials, and processes that are routinely used or implemented for specific tasks.

• Memoranda. These are letters or other forms of written communication meant to alert people to a single issue, such as a change in policy or a lapse in practise. They can only be used to give orders because there is no way to get clarification or ask questions. The effectiveness of memos depends on the clarity of the message, and some managers have a tendency to address multiple concerns in a single memo, which can lead to misunderstandings.

Signs, posters, and movies. All of these are used as safety “propaganda” to highlight certain dangers and risks, as well as certain preventative methods. Its success is predicated on their ability to attract attention and also to be of interest to the intended audience. Management’s dedication to a culture of health and safety is typically reflected in the prevalence of posters and notices across the workplace. Yet an excess of them can be distracting, and posting them on communal bulletin boards (or even specific safety bulletin boards) does not ensure that they will be seen and acted upon.

• Signs. They are often mandated, such as in the case of fire escape plans or the labelling of potentially dangerous goods. They are meant to serve as gentle nudges in the right direction rather than as a replacement for regular communication. The safety signs on a building site are there to reinforce the idea that everyone must follow the rules about wearing hard hats and other protective gear.

 Consultation Procedures

We’ve already talked about worker consultation on health and safety issues, as well as the need of participation and involvement in effecting organisational change. Furthermore, worker participation in conversations and decision-making allows management to leverage workers’ first-hand experience when contemplating working practises and procedures.

Consultation processes may include formal and informal committees and working groups, as well as scheduled team briefings.

Committees and working groups

Formal meetings of committees, subcommittees, and working groups are key conduits of communication in both the public and commercial sectors. Indeed, where there is an obligation to involve specific persons in decision-making, they can be critical to organisational effectiveness. Committee systems have a constitutional basis in that specific types of meetings are frequently needed (for example, safety committees), as well as a genuine functional role in that they give a framework for hearing a variety of perspectives prior to decision-making.

The main purposes of formal meetings are to:

• Let members to exchange ideas and information;
• Offer recommendations for action to a higher organisational level; and
• Create ideas or solutions to issues.
• Make organisational policies and other decisions.

Team briefings

One method for formally disseminating information throughout an organisation, a team briefing combines elements of both upstream and downward communication. Security policies and procedures are just one of the many topics that can be covered. In this method, information is disseminated downward (like a waterfall) across the organisation through in-person sessions that permit some degree of discussion and upward input via questioning. The typical size of a briefing group is 10–20 employees, with the manager or supervisor of those employees serving as the briefing’s leader.

Information and policies are communicated to each level of the organisation in a hierarchical fashion, with an emphasis on their specific relevance to the tasks at hand. Management is able to gauge employees’ perspectives on various areas of workplace life by their reactions to “handed down” information and announcements at these briefings.

3.2.5 When Training is needed

Training is the systematic process of acquiring and refining the knowledge, attitudes, and behaviours necessary for performing an activity or set of activities effectively through instruction and practise. Its primary focus is on how well you do the current job or activity. Preparation for a task is provided by learning how to do that task more effectively; this could mean learning how to utilise a new piece of machinery or software, or learning how to write more effective business letters and reports. Career advancement and the acquisition of skills that may not be immediately necessary but will be in the future can also be supported if the funding is tied to development goals for the individual and/or the organisation.

When it comes to managing health and safety, training is one of your best weapons since it can be tailored to help individuals and teams gain the knowledge and abilities they need. For it to be effective, you must first determine what training is needed and what kinds of changes in behaviour are called for, and then you must establish outcomes that can be measured once training is complete.

The results are:

New employees, both those joining the company for the first time and those making internal promotions, may swiftly adapt to their roles and responsibilities, including any safety precautions that must be taken.

Because there is less of a chance that inefficient or dangerous methods will be passed down, productivity increases while workplace safety improves. This means that new employees are less likely to have injuries during their first few weeks on the job, and that quality of work produced by employees who have received enough training may be relied upon. They are more loyal to their employers and stay with the company for longer.

Some crucial aspects of safety training will be covered in the following sections.

Induction Training

On the first day of work, a new hire could be injured by a forklift or a fire could break out. Hence, safety education must be an early and ongoing focus.

The first order of business will be to spell down the standard operating procedures for getting around the office and dealing with emergencies like fires. Then, and only then, should the new hire be trained to deal with the unique dangers of their employment. This should come before learning how to perform the activities itself so that proper precautions can be taken on the job. In subsequent meetings, the causes of accidents and fires and how to prevent them will be discussed in greater depth, along with the shared duties of management and employees.

The needs of younger and less-experienced workers in terms of safety training deserve particular focus. It is especially important to instill safety awareness and proper behaviour in employees under the age of 18 from their very first day on the job.

Further information on:

• Business safety policies and plans will need to be included in the induction training for managers.

Business responsibilities under the law.

• Company- and location-specific legal requirements.
• Inspecting, auditing, and assessing risks.
• Dangers posed by the business itself, including those related to operations, goods, services, facilities, garbage, risk assessment, and accident avoidance.
• Health and safety-related grievance and disciplinary processes.

Employee engagement and enthusiasm for health and safety initiatives.

Job or Process Change

The employer is responsible for providing updated training to employees if there is a change to the job or responsibilities expected of them. This is true both when employees move to new positions and when their tasks evolve as a result of the incorporation of novel processes and technologies.

This pertains to the implications of the change for health and safety in the workplace and is vital for obtaining the new knowledge and skills necessary for effective performance. Although it’s easy to assume that new hires have no need for such training, it’s possible that more seasoned staff would benefit from it.

Promotion to a management position, typically that of a supervisor, brings with it a unique set of responsibilities and demands. Assuming accountability for worker compliance with the rules and ensuring proper instruction is given is a major shift in their job in regards to health and safety.

There’s also the problem that people’s work and role-specific talents evolve over time. First aid workers are a good example because they are expected to maintain their competence and expertise through ongoing education and training.

Changes in Legislation

When it comes to employee health and safety, the law is strict, and businesses must always follow its mandates. They will need to establish protocols for carrying out the new mandates as and when laws are revised or new legislation is enacted.

Two things are worth emphasising:

Every member of staff, from upper management to frontline employees, who will be impacted by this change must be kept abreast of developments so they can prepare for it and behave appropriately.

3.3 How human factors influence behaviour positively or negatively

One easy method to categorise accidents is to distinguish between those caused by human error and those caused by factors outside of human control, such as equipment or environmental factors.

Statistically speaking, human error accounts for more than half of all accidents. The role of individual and social elements in shaping either safe or harmful workplace behaviours needs closer examination. Accidents cannot be simply written off as the result of carelessness or ignorance. Understanding why and how individuals behave in the workplace is vital for complying with legislation (all of which is ultimately a control on behaviour).

The Individual, the Job and Organisational Factors

The phrase “human factors” is used to describe how the interaction between a person’s employment, them, and their organisation affects their behaviour with regard to their health and safety.

The Individual

Depending on the needs of the work assignment, each person brings their own unique combination of physical traits, knowledge and abilities, attitudes, habits, and personality to their employment. Any or all of these traits may be strengths or weaknesses. It is crucial that people are assigned to roles and jobs that are specifically suited to them since these personal traits have a complicated and considerable impact on behaviour.

Some of these traits, such as physical qualities and personality, are fixed and cannot be changed, or at least not easily or quickly. With learning, others may be improved, modified, and enhanced. This holds true for a person’s knowledge, abilities, attitudes, and habits—all traits that significantly contribute to competence in the profession or function. In order to increase productivity at work, people can be trained.

The Job

Careers and positions involve a variety of mental and physical tasks. The assignments must to be created with consideration for both human performance’s weaknesses and strengths. This applies both generally, that is, integrating a number of duties into a single work that can be carried out by any person with the necessary general qualities, and specifically, that is, by tailoring jobs to the talents of the job holder when that is possible. This method of matching the work to the person enables the most efficient contribution to corporate outcomes.

The idea of connecting people with occupations comprises two components:

• Physical fit – This refers to how the overall and immediate workplace and working environment are designed to facilitate the performance of the manual tasks involved and to guarantee safety during such operations.
• Mental fit – This refers to how the “brainpower” components of the job are designed (those involving information processing and decision-making on the part of the job holder).

Human mistake is usually possible when job needs and people’s abilities are out of sync.

Organisational Factors

Jobs are assigned inside an organisation, and employees carry out their duties. So, the organisation itself has a significant role in shaping how people and groups behave at work. The organization’s management and its culture are the two essential components:

• The type of controls used and the level of individual responsibility permitted, the way in which people are motivated, the support provided to individuals through instruction and training, etc., all depend on the management style. Examples of priorities that are seen as important include speed, quality, working safely, etc.
• The culture of the organisation establishes the standard for individual and group behaviour, including the priorities that are seen as significant, the level of engagement and connection people feel towards the organisation, their capacity to have an impact on how it operates, etc.

These two elements are crucial to both health and safety. Employee engagement and dedication should be encouraged at all levels by management and the culture, with a clear message that deviance from accepted health and safety standards is unacceptable.

3.3.1 Organisational factors

The qualities of the company or organisation that a person works for have an impact on how they behave at work. For instance, a new hire will quickly pick up acceptable behaviour patterns from their coworkers and managers. But sometimes not in the way intended, employees and work groups also react to the messages and cues that managers and supervisors give them. All of these things reveal the organization’s culture. It’s critical to take into account how all of these organisational level factors affect human behaviour in order to properly manage health & safety.

Culture

The easiest way to describe culture is “the way we do things around here.” People evaluate the acceptability of their behaviour within the framework of their culture. Human behaviour and performance at work are influenced by an organization’s culture. Several serious accidents and injuries to people have been caused by a poor safety culture.

As much as the safety management system, an organization’s culture can affect safety outcomes. A part of the entire organisational or corporate culture is the “safety culture.” Several businesses use the term “safety culture” to describe their employees’ propensity to follow regulations or behave safely or unsafely. Yet, we find that management culture and style are far more important, such as a natural, unconscious predisposition for productivity over safety or a propensity to be excessively reactive and short-sighted. Success typically results from effective leadership, workforce engagement, and communication.

A Safety Climate survey gives an overview of the organization’s safety culture. Employee opinions and behaviours are frequently the focus of surveys intended to gauge organisational culture. Both the HSE’s Safety Climate Survey Tool and a new Process Safety Climate Tool are currently being updated.

Several factors have a major impact on safety culture:

Communication, adherence to policies, management style and dedication, employee engagement, training and competency, and organisational learning.

Resources

The adequacy of resources may positively or negatively bring impact on the behaviour of workers. The provision of adequate wage for the workers may positively influence the behaviour of the workers and similarly inadequacy may lead to negative influence on behaviour. The time duration provided for completion of work also brings an effect on the workers. Small timescales may lead to unnecessary hustle and bustle. Along with this the provision of proper and necessary tools and equipment are also important.

Leadership

Important in fostering a safe and healthy work environment. As a result of this dedication, employee motivation and safety consciousness have increased. The importance placed on health and safety is best reflected in the amount of time, money, and manpower dedicated to its administration. Senior leadership’s participation in the health and safety programme is crucial. Managers should be role models when it comes to safety and health.

Work Patterns

Night shifts and other unusual work hours are common at many companies that use shift arrangements. Particularly for those who work at night, such schedules might be harmful to their health. Night work has been linked to lower levels of productivity and has been shown to increase the risk of accidents and health problems. Workplace exhaustion is a real problem for some people. As a result, you may struggle more with activities that call for focus, judgement, or expertise. Increased dangers can arise from the consequences of weariness in jobs where safety is paramount. But too frequently, weariness is just seen as something you have to deal with. In certain workplaces, putting in long hours is simply seen as “the thing to do.”

Communications

Complete and open channels of official and informal communication between all levels of the organisation. It could be beneficial to have a ‘open door’ policy where employees can approach higher-ups in the organisation for assistance when needed. Questions regarding health and safety should be commonplace in an environment where its importance is recognised. This results from ownership’s promotion of individual accountability and active participation in health and safety initiatives.

3.3.2 Job factors

Task

The task should match the physical and mental characteristics of the workers they are assigned for. For example, all persons are not suitable for manual handling work, similarly all are not comfortable with computers or complex interfaces. The worker to whom the task is assigned should have the necessary aptitude to safely complete the task.

Workload

Workload is a major factor in influencing the behaviour of the workers. A higher workload may lead to stress which can cause problems like anxiety, depression, hypertension, skin problems, etc. These effects may negatively influence the behaviour of the workers. You cannot expect a safe behaviour from a depressed person.

Environment

The environmental factors like poor illumination, poor ventilation, excessive heat, noise, etc can bring considerable impact on the behaviour of workers. For example, a worker working in a workplace with poor illumination may have to do improvisations like using a torchlight or flashlight thereby making one of his/her hand busy on holding the torch. Conditions like low ventilation or excessive heat can make the person stressed thereby it may impel the person to look for other ways to reduce the stress.

Displays and Controls

The poor ergonomic design of displays, controls and various interfaces can influence the beahviour. If the display is not positioned correctly or if the interface and controls are too critical to handle.

Procedures

There should be clearly written procedures at the workplace which needs to be updated regularly. The absence of written procedures can impact the behaviour negatively. Similar things may happen for procedures which has become outdated and for procedures which are not made according to the needs.

3.3.3 Individual factors

Attitude, Aptitude and Motivation

These three aspects are the primary determinants of how individuals perform.

Attitudes

A person’s point of view or manner of looking at things, known as their attitude, determines how they tend to act or react in various situations.

Attitudes are learnt; they are not traits we are born with. Our individual responses to facts and experiences shape our views and sentiments about a certain topic. Many of them start to take shape when we are very young, and some—particularly feelings—are so potent that they stay with us and have an impact on us for the rest of our lives. The people we are around by and the circumstances or situations we find ourselves in have a significant impact on how our attitudes develop. Despite being broad, the influences include the following:

• The organisations to which we belong, including social groups, work groups, and, most importantly in early life, our families.
• Education;
• Life events, particularly the most emotional ones, like losing a loved one, but also those we read or watch about (like on TV).

We are also aware that the influence of the aforementioned factors causes our attitudes to evolve throughout time. For instance, young people frequently have more liberal beliefs than older people, but once they begin working and take on family and financial responsibilities, they frequently start to become more “conservative.”

Although attitudes don’t always dictate behaviour, they certainly play a big role in shaping it. The management will want to make sure that attitudes are favourable towards the important workplace goals, such as health and safety. Yet, attitudes can be deeply ingrained and challenging to alter. For instance, older employees are frequently resistant to change because “it has always been done this way,” and new working patterns and practises threaten their established views about their work.

The techniques that entail a reasonably high level of participation by the individuals in question in some type of small group decision-making process have proven the most effective at changing adults’ attitudes. By this process, people can not only study and evaluate new attitudes but also put them to the test in social situations. This could result in a (public) commitment to attitudes, strengthening the desire to create altered behaviour. Being a part of a group may help lessen the anxiety of attitude change, particularly if other group members will also experience the same transformation.

The employment of threats and (monetary) rewards are two more strategies that may be used to try and alter attitudes and behaviour. They have a good chance of changing behaviour but little chance of changing attitudes and beliefs. Threats may produce outward signs of change, but these are actually people “bending” to the new expectations rather than committing to the new beliefs. A manager might acquire the desired behaviour in the short term, but it is unlikely to endure.

Aptitude

The term aptitude describes a person’s aptitude in connection to their knowledge, abilities, and overall ease of learning and understanding.There are various aptitudes in people. For instance, while some people appear to lack these skills, others have a natural talent for utilising computers, manipulating numbers, and successfully using language. Everyone can surely learn things, but it seems that some people do so more quickly than others.Aptitude tests are frequently used to determine a person’s fitness for a certain sort of employment. While this may disqualify some people who would be perfectly capable of picking up the required information and abilities, it is a great tool for placing people in the most suitable positions.

 Motivation

An individual’s motivation is what drives their behaviour. An individual’s propensity to behave in order to accomplish a specific goal.

Several hypotheses have been proposed in relation to the question of what motivates employees to perform, including the following:

• According to Maslow’s hierarchy of requirements, as we previously discussed, humans have a variety of wants that are placed in a hierarchy, and as each need is met, the desire to meet the need at the next level up becomes the driving force.

• The factors Herzberg identified as motivators (recognition, responsibility, achievement, advancement, the work itself) that, when present, boost job satisfaction and inspire greater effort and performance. They are separate from other elements (which he referred to as “hygiene” factors) that, while present, do not lead to good satisfaction and motivation but instead increase unhappiness when absent. They include the nature of supervision, pay and working conditions, corporate policies, and rules, among other things.

• Expectancy theory, which examines the intricate relationship between the results that can be anticipated from a specific course of action, their desirability, and the effort necessary to obtain them.

Hence, there is no easy way to explain human motivation. We are all driven by different things as people. Although they may still be present, it is generally believed that they go beyond basic punishment and reward and that money benefits are not always the most effective motivators. The possibility of gaining authority, enjoyable working conditions, pride in a job well done, strong social ties, and a sense of belonging are far more crucial aspects. However, The job at hand, the current conditions, and the people involved all have an impact on motivation.

We can tell how motivated someone is to use personal protective equipment (PPE) at all times in terms of health and safety. This can be brought on by knowledge of the advantages of avoiding injury or concern over disciplinary action. Yet, if the employee receives praise from others for doing so, it is more likely to be carried through (or avoids criticism for not doing so).

Perception of Risk

We interpret the world around us by comparing what we learn from our senses with what we already know and believe about the world and the people in it. Due to the subjectivity involved, there can be vast differences in how two persons interpret the same set of circumstances. This is crucial for health and safety, especially in cases where a risk or hazard is not immediately apparent.

Distortion is the process by which people’s perceptions deviate from reality. There are two primary causes of this:

• From failing to detect certain things at all, possibly because of a failure of our senses (for example, failing to notice the scent of leaking gas), but more likely because of such factors as selectivity and familiarity. It is highly likely that our brains would become overloaded if we attempted to process every piece of information that our senses pick up. So, we tend to be picky about what we pay attention to, often glossing over the obvious. It’s possible, for instance, that the familiarity of the other elements in the setting could enable the observer to miss the fact that a foreign object is lying over electrical connections or that a scaffolding joint is not secured.

We can counter this through the use of strong, huge visual pictures or loud sounds that are constantly repeated; for example, safety notifications, warning signs, and fire sirens all employ these techniques.

Fatigue, overwork, worry, etc., can also lead to sensory impairments.

• From re-imagining things in light of one’s own experiences and perspectives on the matter at hand. This could be because the individual is unfamiliar with the risk and hence fails to recognise it as such or draw the appropriate conclusions. This is especially true of very young toddlers who are experiencing new things for the first time and may not realise the potential danger of something like an electrical socket. New hires fall under this category as well.

Other elements may also cause confusion when judging the incident or circumstance, leading to a variety of possible interpretations. Hence, managers may have a different perspective on workplace hazards than employees do due to their own goals, and employees may have a different perspective on risks at different times due to factors such as bonus payments. We distinguish between threats to our individual safety, threats to public health, and threats to society, according to studies. Those who often partake in risky sports and activities may be reluctant to accept even the smallest of risks on the job.

Knowledge, experience, and attentiveness can all help reduce the impact of cognitive biases on our assessment of risk. Organizational culture is correlated with vigilance; when health and safety is valued, it is more likely to become second nature, however when health and safety policies are seen negatively, there is a greater likelihood of distortion occurring.

Errors and Violations

It’s helpful to differentiate between these two potential sources of accidents.

An unintended action or choice that deviates from the norm and has unintended consequences is an error. Mistakes, lapses of attention, and the like can manifest as anything from forgetting to do something to accidentally turning on the wrong switch. The effects of some mistakes may not become clear for some time.

• A violation is any act that goes against a certain set of guidelines. It could be deliberate, or it could be subconscious in cases where the rule is ambiguous. It’s not so much the willful disregard for safety standards, but rather “bending the rules” to make life easier or save time, that causes many workplace mishaps and injuries. Neglecting to use machine guards, not taking breaks while working on computers, etc., are all examples.

As was discussed above, conflicting views on the level of danger often lead to violations. Rarely do people knowingly endanger themselves or others by disobeying established safety protocols. Instead, they will probably calculate the benefits against the dangers and decide that the infraction is worthwhile.

Effects of Age and Experience

The frequency with which accidents occur tends to change as workers gain expertise. Workplace safety improves as employees gain experience. This seems sense, since one would expect to have a deeper appreciation for safety precautions and a more nuanced knowledge of potential dangers with time and experience. This highlights the need of having effective induction procedures in place for all new employees.
It’s crucial to remember that age is less of a factor than experience. The most obvious example of inexperience is a young person entering the workforce for the first time, but an older worker entering a new setting is equally likely to be unfamiliar with the hazards that may be present there. In addition, younger workers had a lower risk of fatal or permanently disabling workplace injuries than their more sluggish older counterparts (both physical and mental).

Personality

Several workplace behaviours can be accurately predicted by personality. Those who score highly on extraversion, for instance, are more likely to talk to strangers, demand attention, and competing with coworkers. Although these traits are advantageous in some professional environments, they can also encourage risky behaviour. Regularly risky practises are likely to lead to safety problems over time.

3.4 Assessing Risk

3.4.1 Meaning of hazard, risk, risk profiling and risk assessment

Hazards

An object, substance, or circumstance that has the potential to inflict injury or damage is referred to as a hazard.

Common workplace dangers include:

• Fire
• Toxic Chemicals
• Oil Spillage/Water spillages
• Working at heights
• Electricity Hazards,etc.

Just a few examples are listed above. The Hazards may be much higher in a typical workplace.

Hazard can arise even in the absence of an immediate threat. They also involve precarious circumstances where damage could develop over time.

Risks

A risk is the possibility of harm occurring. The degree of risk is determined by the likelihood and severity of the outcome (type of injury, numbers involved etc.).

Similarly, risk can refer to both the immediate and long-term implications of a hazard.

It should be noted that dangers will always exist in the workplace to some extent. In some cases, they can be avoided, but in most cases, they are an unavoidable component of the job. The risks associated with them, on the other hand, can be managed in such a way that the possibility of injury from the hazard is lowered to an acceptable level, if not removed entirely.

Risk Profiling

The risk profile of an organization affects how it leads and manages health and safety risks in every way.

Every organization’s risk profile will be different. This is where the organization starts to figure out what its biggest health and safety problems are. In some businesses, the risks are clear and immediate safety issues. In others, the risks may be related to health, and it may take a long time for the illness to show up.

A risk profile takes a look at:

the type and level of threats an organization faces

·       how likely it is that bad things will happen,

·       how much trouble it will cause, and

·       how much it will cost.

·       how well controls are in place to deal with those risks

After risk profiling, the right risks will have been found and ranked in order of importance, and small risks won’t have been given too much attention. It also helps decide what measures are needed to control risks.

3.4.2 Risk Profiling

What is involved?

HSG65 details what the HSE believes to be the most important steps in effective risk profiling, steps that leaders (ownerships and responsibility) and managers (operational and process) must take in order to identify and quantify the organization’s strategic and operational risk.

Information concerning operations and processes must be gathered, existing risk assessments and risk assessment methodology utilized, and an appropriate means of monitoring and providing assurance must be developed in order to create a risk profile. Some businesses use risk registers to keep track of potential threats.

Expertise is required for those who do risk assessments. Companies that bring in outside aid to create their risk profile should make sure that the consultants they hire are well-versed in risk management and have a comprehensive understanding of the company as a whole.

It’s important to confirm and prioritize the risks identified through interviews with directors, senior management, operational managers, and personnel, as well as through workshops; these, along with other data (such as risk assessments), should form the basis of an overall risk profile.

The risk profiling process?

This is what a risk profile should have:

• a summary of the organization’s biggest strategic and operational health and safety risks

• quantification of these risks in terms of how likely they are to happen and how bad they could be

• figuring out what controls are in place, how well they work, and how they could be improved

• a list of any controls that aren’t yet in place and any (new) risks that are coming up, along with plans for how to handle them.

• a framework for monitoring and making sure things are going well, including a prioritized action plan with suggestions for how to fix weaknesses with more controls or other measures.

Risks usually include the quality of the product or service, the environment, injury, illness, and damage to assets. Pure health and safety risks can range from low-risk events that happen often, like tripping on the floor, to high-risk events that happen rarely, like an oil refinery explosion, which is at the top of the risk profile.

The HSE says that risk profiling will lead to the following:

• the right risks have been found and ranked in order of how important they are.

• We won’t worry too much about small risks.

• risk will be cut down to a level that can be dealt with.

• The least amount of paperwork and red tape will be used.

• There will be a review of performance and lessons will be learned.

3.4.3 Purpose of risk assessment and the ‘suitable and sufficient’ standard

It needs to reach

The purpose of a risk assessment is to establish whether or not adequate measures have been taken to protect people from potential danger. A risk assessment’s overarching goal, then, is to guarantee that no one gets hurt at work. Here, we outline the three primary goals that this model serves in risk assessment and management.

Human Harm

The primary goal of conducting a risk analysis is to safeguard workers against potential dangers in the workplace.

Many tasks in the workplace are inherently risky, or could become so under the wrong (or right) set of conditions. But, no one plans on endangering their life or mental or physical health on the job. Employers have a moral obligation to protect their employees’ health and safety, as well as the health and safety of the general public. The primary tool for efficient preparation in this regard is the risk assessment..

Legal Effects

In the event of a violation of health and safety laws, employers face serious consequences, including imprisonment and monetary penalties. Employers can show they are meeting their responsibilities by conducting thorough risk assessments.

Economic Effects

Because of the high monetary costs associated with workplace accidents, businesses will seek to reduce those expenses as much as possible. Indirect expenses, such as lost output, cancelled orders, higher insurance premiums, etc., are added to the direct costs of damaged machinery and equipment and compensation payments to harmed parties.

Suitable and Sufficient

A legal risk assessment must be “suitable and sufficient,” which means it must demonstrate the following: (1) a proper check was made;

(2) you asked who might be affected;

(3) you addressed all the obviously significant risks, taking into account the number of people who could be involved;

(4) the precautions are reasonable, and the remaining risk is low; and

(5) you involved your workers or their representatives in the process.

A risk assessment’s level of detail should be suitable to the task at hand and in keeping with the amount of risk involved. Unless the risk is greatly amplified or otherwise drastically altered by the work activity, it is usually acceptable to disregard trivial or everyday dangers. You are not expected to foresee dangers that cannot be reasonably anticipated, thus you should only include information you know or believe to be true in your risk assessment.

3.4.4 A general approach to risk assessment (5 steps)

Simply put, risk assessment is the process of identifying inherent hazards, determining whether or not they are serious, and determining whether or not adequate measures have been taken to eliminate them. The goal is to guarantee that nobody gets sick or harmed.

The scope of any given risk assessment might range from the entirety of potential dangers in a given workplace to as narrow a focus as a single task or piece of machinery. Yet, this method of protection must be extended to all potential hazards at work.

Five Steps to Risk Assessment

• Step 1: Look for the hazards

At this step, potential dangers in the workplace are catalogued. You should be aware of every potential risk, but the major ones are what really matter.

Each activity can be broken down into its constituent parts, and the risks associated with those parts can be evaluated. A meal’s preparation can consist of chopping vegetables, etc., cooking (such as boiling or roasting), serving (including dishing up and transferring to the table), and cleaning up afterward. There are risks associated with each stage. Although their familiarity with the work may make them less objective regarding potential hazards, the workers actually performing the duties are likely the best persons to appraise them.

• Step 2: Decide who might be harmed, and how

Who might be affected in the event of an incident involving the hazard? This is the process of identifying potential victims of the risks.

The effects of risks should be viewed from a broader perspective than merely on the people directly exposed to them. Maintenance workers, cleaners, customers, and the general public are all people whose needs and safety must be taken into account. The needs of disabled employees, pregnant employees, and children should be given special consideration, as should those of inexperienced employees, lone workers, or temporary employees.

Step 3: Evaluate the risks and decide on precautions

Here, we evaluate the gravity of the threats and make recommendations for how they can be mitigated.

The question that needs answering is whether or not those at risk from the specified dangers have been afforded adequate protection. Ask yourself questions like, “Are there enough knowledge, instruction, or training relevant to the risk?” and “Are there proper working processes and procedures in place?”

When current solutions don’t seem to cut it, more must be done.

Step 4: Record your findings and implement them

There needs to be a record made of the major findings from the evaluation. Any potential dangers should be documented, together with the measures taken to reduce the likelihood of injury. In the event of an accident involving the risk, this written record can be used as evidence in subsequent legal proceedings or simply as a reference for future risk assessments.

Step 5: Review your assessment from time to time and revise it if necessary

Our methods are always evolving to accommodate new technologies, redesigned workspaces, revised operating protocols, improved products, and other innovations. Staff members have been known to make adjustments to policies and practices on occasion.

They each provide their own risks, and established techniques of labour are not immune to the emergence of new risks, as the impacts of stress have recently demonstrated.It’s crucial that we keep an eye out for potential dangers and conduct regular reviews of the workplace. The scope of the threats and the pace of change will determine the frequency with which they must be assessed.

Step 1: Identifying Hazards

Assessors must first determine how workers and visitors could be injured. This is accomplished by conducting a workplace survey and identifying potential hazards. Unidentified risks cannot be mitigated. When you work in the same location every day, it is easy to overlook certain dangers, so here are some ideas to help you recognize the most significant ones: Perambulate the workplace and take note of anything that could cause danger. Ensure that all regular and irregular work activities are addressed in all areas, such as production, planned preventative maintenance, and breakdown maintenance. Ensure that workers or their representatives describe the dangers of their jobs and provide information on how to prevent workplace accidents and illness. They may have observed details that are not readily apparent to employers or external services.

·       Contacting trade organisations can also yield advice.

·       Examine the manufacturer’s or supplier’s instructions or safety data sheets for chemicals, since they can be quite useful in describing the dangers and putting them in context.

·       Learn from examples of past accidents and occupational illness. They frequently aid in identifying less evident threats.

·       Remember to consider long-term health risks (such as excessive noise or exposure to dangerous substances), psychosocial risks, and safety risks.

Step 2: Determining who might be harmed

For each hazard detected, and there may be many, assessors must determine who could be hurt and how; this will help determine the optimal method of risk management. This does not entail naming every individual, but rather describing groups of individuals (e.g., “those working in the storeroom” or “passersby”). Specify in each instance how they could be injured, i.e. what form of injury or illness could develop. For example, “repetitive lifting of boxes may result in back pain for shelf stackers.” Recognize that some workers have specific needs, such as new and young workers, new or expecting mothers, and those with impairments who may be at greater risk. Some hazards will require additional consideration;

·       cleaners,

·       visitors,

·       contractors,

·       maintenance workers, etc.,

·       who may not always be in the workplace;

·       members of the public, if they could be harmed by your activities; if the workplace is shared, consider how your work activities affect others present, as well as how their work affects your colleagues – speak with them; and ask workers if they can think of anyone who may have been overlooked.

Step 3: Evaluate the risks, adequacy of controls and additional controls needed

After the potential dangers in the workplace have been identified, the level of risk they pose must be determined. The ideal of a completely risk-free workplace is probably unrealistic on financial grounds, let alone operational constraints, thus there will usually be a limit to what can be done in terms of controlling hazards. Hence, we need a method of determining what should be prioritized and what can actually be accomplished.

Likelihood of Harm and Probable Severity

There may be numerous potential outcomes for a particular event. A person who falls on wet stairs, for instance, could:

• Stagger but not collapse

• Fall that could lead to any combination of the following:

– Blister – Abrasion

– Laceration – Broken extremity – Broken back (possibly quadriplegia) or, in the worst case, – Broken neck leading to death

Thus, there is a range of potential outcomes, with the two most significant being:

• The most probable result

• The worst outcome imaginable.

Without sufficient information, selecting the most probable outcome is much more difficult than selecting the worst conceivable outcome.

The probability of an event occurring can be analyzed in relation to the following:

·       Individuals and members of the public

·       The Business

·       The Project (more people could be put at risk) (many more persons potentially exposed)

Possible Acute and Chronic Health Effects

It is important to take into account: The hazardous qualities of the substance or disease itself when assessing the potential severity of damage that exposure to it might cause. The duration of exposure to the dangerous agent. The concentration, intensity, or amount of exposure.

Acute effects, which occur after a single exposure or little dose, are the more immediate reaction to the chemical causing the illness.

A chronic effect is a long-term response to an agent, typically the result of repeated exposure to a non-lethal dose.

Acute effects occur unexpectedly and are usually the result of a breakdown in equipment or a procedure that allows the dangerous chemical to escape, as in the case of a gassing accident.

Risk rating and prioritisation of risk

Prioritising Risks

Principles to consider when controlling risk

The International Labour Organisation has some basic principles on controlling the risk which are as follows:

(a) be adapted to the hazards and risks encountered by the organization;

(b) be reviewed and modified if necessary on a regular basis;

(c) comply with national laws and regulations, and reflect good practice; and

(d) consider the current state of knowledge, including information or reports from organizations, such as labour inspectorates, occupational safety and health services, and other services as appropriate.

Practical application of the principles- applying the general hierarchy of control

First and foremost, the control of identified hazards and risks shall be in line with any regulatory authority requirement or mandatory Code of Practice. Where there are no rules, the basic order of how to control risk is shown below.

Notice that the list is in order of how well it works. Eliminating the risk or hazard is still the best way to protect yourself, while PPE is the least effective. PPE is the last control that can be used.

• Elimination: Get rid of the task or risk/hazard. This is the best choice because it is a permanent solution.
• Substitution: This is when the source of the hazard or risk is changed for one that is less dangerous. This control basically cuts down on the possible effect, but not on how likely it is to happen.
• Engineering controls: With engineering controls, the work process or work environment is changed or redesigned (such as by isolating the hazard) to prevent or reduce exposure to the hazard. In general, these controls make it less likely.
• Administrative controls: These controls include things like:

– Changing jobs to limit exposure. – Controlled or limited access to dangerous areas.

– Appropriate and good supervision

– Programs for training, education, and instruction

– Procedures for preventive maintenance

– How to keep your house clean – Warning signs

Note that the effectiveness of administrative controls depends on people acting in the right way. Most of the time, these make it less likely.

• Personal Protective Equipment (PPE): PPE protects the person by putting up a barrier between them and the danger. Whether or not this works depends on:

– How well the PPE is chosen and used; – How the person wearing it acts. In general, PPE reduces consequences.

If it’s possible, the best way to deal with a hazard or risk is to get rid of it. If that’s not possible, the next best option is to find a way to replace it. These are permanent solutions that won’t fail if people don’t do what they’re told.

Administrative controls and the use of personal protective equipment (PPE) are the least desirable options because they depend on the staff to follow the rules, which may require more supervision.

Residual Risk

The risk that remains after controls have been implemented is referred to as residual risk.

When a hazard is controlled in some way to prevent harm from occurring, there is always the possibility that such controls will be ineffective and that some element of risk will remain. In risk assessment, it is critical to identify those conditions and ensure that they are deemed unlikely enough to warrant preventative measures.

The level of residual risk must be permissible or tolerable.

Acceptable/Tolerable Risk Levels

An acceptable or tolerable level of risk is one that has been reduced to the minimum feasible level.

If we recognize that it is impractical, if not impossible, to completely remove workplace risk, then we should strive to minimize risk to an acceptable level for all parties involved. This will be the case when the potential for harm from a hazard is so low that preventative actions are unnecessary, or when those efforts are highly unlikely to be effective.

Different populations at risk may have varying thresholds for what constitutes an acceptable amount of risk. While it may be acceptable for workers who are aware of the hazard to tolerate situations in which the controls may not provide protection, the same cannot be said for visitors or members of the public who may not share this knowledge. So, it is crucial to evaluate the parameters under which the risk is genuinely tolerable and to make sure that the controls accurately reflect those parameters.

Prioritisation Based on Risk

Our goal in prioritizing risks is to establish the level of precautions required against each threat. We’ve established that a totally risk-free workplace is both unrealistic and unaffordable. Health and safety laws acknowledge this fact and mandate that “possible” or “so far as is reasonably practicable” safeguards be implemented.

When available resources (both people and money) are limited, they must be put to use in the areas where they will have the most impact on mitigating risk. Prioritization is the act of deciding how to allocate limited resources among competing demands and pressing challenges.

The results of the risk assessment will determine the order of priority for implementing controls to bring the identified risks down to acceptable levels. Several different types of ratings schemes can serve this function. It is important to remember that setting priorities always involves figuring out when things need to get done. Possible next steps include:

Priority 1 (Immediate) – where work should be halted until the risk is reduced.

Priority 2 (medium term) actions are those that need to be taken between 14 and 28 days from now.

Priority 3 (long term): needs no immediate attention but should be addressed within the next 12 months.

Priorities Versus Timescales

Prioritization is the process of ranking potential answers in order of importance. Financial constraints mean that not every suggestion made in a risk assessment can be implemented immediately. Immediate threats should be addressed first, as should non-compliant working conditions, while less pressing issues should wait until more funds become available. The following suggestions are helpful:

Where there is a high probability that something bad may happen.

• High risk – where catastrophe is almost inevitable.

Where there is little to no danger.

So, we will assign a high priority to situations where immediate action is required.

• Medium, where corrective measures should be taken soon.

• Low: Take corrective action as soon as you can and as funds become available.

Even if a problem is low on the list of priorities, there is usually a simple and inexpensive solution. While it’s critical to address potentially dangerous situations first, it’s also necessary to address less urgent issues as soon as possible to prevent the escalation of a crisis. It’s crucial to separate the harmful conditions from the underlying reasons of unsafe conditions or actions in this context, as well as the importance of finding a solution from the practicality of finding a solution in the time allotted.

Poor housekeeping can be addressed immediately by sweeping up the clutter, but altering work practices and attitudes is also crucial but may require training and other time-consuming measures to implement. Therefore, it is crucial to not just provide corrective measures, but also to establish a timetable (one week, one month, etc.) when this corrective action will be implemented that is both reasonable and affordable in terms of cost.

Step 4: Record your significant findings

To provide a documented explanation of the dangers in the workplace, the level of the risks they present, and the action taken to control those risks, we stated that the significant findings of risk assessments should be recorded.

While there is no universally accepted structure for these reports, we have provided some samples to demonstrate the many formats that have been used to document assessments, summarize hazards, and propose mitigation strategies. Together, the documentation used to record the procedure must address the following concerns:

• An explanation of the procedures/activities evaluated, including a list of the most dangerous potential outcomes.
• Identifying any at-risk departments or employees.

Assessing the Potential Dangers (quantified where possible).

• Identifying the efficacy of current control mechanisms and developing strategies to roll out any additional safeguards that may be required.
• The identity of the competent person conducting the assessment, as well as the date of the assessment and, if applicable, the date of the next review.

Step5: Review and Revise

In cases where there is uncertainty, or if there has been a change in knowledge or conditions that could render the initial assumptions unreliable, a new risk assessment should be conducted. A reevaluation of pertinent hazards may also be required under a variety of conditions that may be outlined in an organization’s safety policy.

Some circumstances that could trigger an automatic review include: • A shift in the law.

• New methods of regulation.

• Any major shift in how things are done in the workplace.

• The putting in place of new tools and machines.

But, keep in mind that they aren’t always considerations in the dynamic work environments you’ll encounter. Management and employees alike are constantly making adjustments to the organization’s methods, practices, and utilization of physical assets.

To ensure:

•          Ongoing compliance with legislation, it is essential that risk assessment is not viewed as a one-and-done event but rather as an ongoing process during which work techniques and safety precautions are maintained and kept under constant evaluation.

•          There is consideration for plant adaptations.

•          Alternative components are considered.

•          We’ve adopted several cutting-edge techniques.

•          As of right now, systems can be used without risk.

•          The latest technological developments are utilized.

•          Precautions for safety are modified in light of past incidents.

3.4.5 Application of risk assessment for specific types of risk and special cases

If an employee falls into a protected class, their employer has an obligation to take extra precautions to ensure that they are not put in harm’s way due to their handicap or the nature of their job duties. Such instances are the young, expecting women, and the crippled. Some machinery may be too risky for minors to operate without adult supervision.

Mothers-to-be and new mothers often have special needs, such as access to rest areas and temporary job transfers. The workplace (escape routes, access, illumination, and service accessibility) or equipment may need to be adapted for the safety of disabled workers.

Lone Workers

There are unique dangers that come with doing work alone. Employers need to do more than just make sure their staff is qualified to do their jobs in order to prevent accidents and injuries. The lone worker must understand the potential dangers of his or her job, have a plan in place for when things go wrong, and make sure someone is aware of his or her location and activities at all times. It’s never a good idea to do something dangerous by yourself.

3.5 Management of change

A management of change process seeks to improve workplace occupational health and safety by reducing the introduction of new risks and hazards as changes take place (e.g. with technology, equipment, facilities, work practises and procedures, design specifications, raw materials, staffing, standards or regulations). The company can utilise the relevant methodology(ies) (such as design review) depending on the planned change’s nature to evaluate the change’s potential benefits and hazards for OH&S.

3.5.1 Typical types of change faced in the workplace and the possible impact of such change

Changes are obvious to organisations and changes can happen at various aspects of the Organisation. There are various changes that may happen at the workplace which are as follows:

·        A change in construction,

·        A change in work process,

·        A change in Work equipment,

·        A change in working practices, etc.

A change in construction may mean the introduction of temporary works like demolition, excavation, height work activity, repairs etc. which may introduce new hazards at the workplace, bringing a change at the Risk levels at the workplace.

Similarly, if a new work process is introduced or a new equipment or people are introduced the risks may change and new hazards may be introduced. Also, it may be difficult to manage during the period of transition.

3.5.2 Managing the impact of change

Communication and Co-operation

It is crucial that all parties involved in the activity and those who will be affected by the work are able to communicate and work together effectively. For this reason, careful preparation of the transition or temporary repairs is required. There needs to be communication about the risks and hazards already present in the workplace as well as those that will be introduced by the interim modifications. In this approach, the boss in charge of the current workplace can prepare for the likely dangers the renovations will provide to his or her staff.

Having pre-work planning meetings where all stakeholders are present allows for better communication and cooperation. The best place to hold such a meeting is at the actual construction site, where potential problems can be better anticipated.

Risk Assessment

Workplace risks caused by the temporary works or other change must be thoroughly evaluated. This evaluation must take into account not just the risks already present in the workplace but also those that will be introduced as a result of the alterations being made. Everyone who could be affected by the risks should be taken into account, but those most at risk include children, the elderly, the disabled, and the poor.

The responsibility of doing an adequate risk assessment of the task at hand is on the employer. So, it is the responsibility of the contractor performing the work as well as the employer providing the work environment. The obligation to do a risk assessment is, in effect, mutual.

Appointment of competent person

Everyone helping with the renovation or alteration must be qualified to do so. Everyone from those directly performing the work to those responsible for overseeing it is counted here. To be “competent,” one must have the proper education, skills, experience, and knowledge (and sometimes additional abilities like attitude and physical ability) to do their job safely.

Segregation of work areas

Temporary work or change must be done in a location that is physically separated from the rest of the workplace. Physical barriers and appropriate signs can help with this. Unauthorized personnel access must be restricted at all points of entry to the workplace. It’s possible that extra rules for the workplace may need to be posted at these entrances (such as use of PPE).

Segregation is required to restrict access to the construction zones so that only authorised personnel can enter. Those that need to get through the construction zone could be workers at the business where the work is being done, clients, or members of the general public. Keeping the worker performing the activity safe from other typical workplace operations, such as the movement of vehicles, necessitates segregation.

Amendment of emergency procedures

Emergency plans and procedures are to be developed depending on the nature of temporary work. For example, Fire Emergency Plan is to be developed if Hot Work activities are carried, or flammable materials being used. Similarly, if new work processes are introduced related to various activities an emergency rescue procedure may be a need along with the need to arrange rescue equipment.

Welfare provision

There are various welfare provisions that need to be arranged for the workers involved in the change process like:

·        Provision of drinking water, soft drinks or hot drinks

·        Resting facilities

·        Sanitary conveniences

·        Canteens

·        Washing facilities, etc.

3.5.3 Review of change (during and after)

It’s crucial to have a system in place for reviewing the proposed modifications on a frequent basis to ensure that any potential threats to health and safety are mitigated. As said before, this assessment is an integral aspect of the coordination and dialogue between all involved parties. Also, any applicable risk assessments will require scrutiny and, if necessary, an update.

When the modifications are finished, it’s time for a review. This can be helpful for two primary reasons: (a) it can help you deal with any issues or missed opportunities that have arisen as a result of the change, and (b) it can help you improve your change management processes for the future.

3.6 Safe systems of work for general work activities

A safe system of work is a formal technique that is founded on a systematic analysis of the activities involved in a working process in order to determine all potential risks. It specifies techniques of operation that do away with or significantly lessen the effects of such dangers.

The core concept is that it is a means of mitigating certain risks. The system describes a thorough procedure for how people may safely interact with each other, and with the materials, equipment, and plant which form part of their work, so risks may be minimised, based on the precise identification of hazards and assessment of risks for a particular task, job, or process. Working safely in regard to the hazards requires strict adherence to the protocol at all times.

Whenever dangers cannot be avoided physically, a safe system of work must be implemented. In general, this rule should be followed whenever possible. In the same way that there is a fixed protocol for separating cooked and uncooked meat in kitchens, there are also set procedures for the setting and explosion of explosives in a quarry to prevent spills and dust contamination when the toner is changed. In each of these cases, the fail-safe mechanism is crucial for avoiding mishaps

3.6.1 Why workers should be involved when developing safe systems of work

Even a capable person needs help to complete the task. He or she will have to collaborate closely with the employees who are currently performing or will be conducting the work. People should actively participate in all phases of developing and evaluating safe systems of work. They are an invaluable resource for information regarding the types of hazards, especially any unexpected ones, and strategies for avoiding them due to their practical experience and proficiency in the duties. Users can also contribute by evaluating designs and written materials and giving comments on how well the system works in actual use.

By participating in this way, workers can better understand the risks and hazards that exist as well as how the safe system of work would reduce those risks. This strengthens adherence to the system and contributes to the development of the safety culture.

3.6.2 Why procedures should be recorded/written down

The safe system of work must be correctly implemented and understood by all employees as well as any other parties that may occasionally be engaged (such as contractors). Effective communication is required for this to take place, and established procedures should serve as its foundation.

In order to give every operator a clear reference, every system must be adequately documented. It could be brief notes and instructions about what to do if the toner in the photocopier needs to be changed posted on the wall next to it, or it could be manuals outlining precisely how to carry out more complicated and time-consuming procedures, like calibrating and setting up grinding wheels for use. This will serve as the framework for the training programmes. They are probably going to come with checklists that employees can use as a guide to make sure all the proper steps are followed and to check off specifics before moving on to the next phase or starting operations.

Moreover, written records give the employer a record of the steps taken to comply with the law. This could be crucial if there is a law enforcement inspection or any legal action following a workplace accident.

3.6.3 The differences between technical, procedural and behavioral controls

A safe way to do work will include all of the control elements we listed in the general hierarchy of control:

• Technical controls, also called engineering controls, are those that are put right on the hazard itself to reduce the risk. This could mean putting up fences or other barriers to keep workers as far away from the danger as possible, or building failsafe devices into equipment that stop it from running if something goes wrong. It is important for the system to be able to recognise these kinds of controls because they often make the whole operation safer. In the same way, workers need to know how important they are and that they need to make sure they are always in good shape.
• Procedural controls tell how work should be done to avoid the hazard. They will say exactly what needs to be done, in what order, and what safety steps and checks need to be taken. So, there will be a set way to use a grinding machine, including how to open the machine guards, look for problems before changing the workpiece, secure the new workpiece and close the guards before turning the machine back on, and then wait until it is safe to open the guards again.

Most of the time, the procedure will have something to do with how the technical controls should be used. In some cases, it will list management checks that must be done as part of the process.

• Behavioural controls have to do with how the operator or groups of workers deal with the risk. They will have to do with things like not using drugs or alcohol at work, not being in a hurry or taking shortcuts, always reporting problems or defects, cleaning up spills, etc., as well as things that are specific to the job, like using personal protective equipment.

3.6.4 Developing a safe system of work

The first step in creating a safe system of work is doing a risk assessment to determine what potential dangers and risks exist within the many jobs that make up the system. The task can then be done in a safe and efficient manner since proper controls have been developed and implemented. This necessitates a trade-off, depending on the severity of the danger, between the necessities of the job and the precautions taken.

Analysing Tasks, Identifying Hazards and Assessing Risks

Task analysis serves as the foundation for hazard detection. All of the steps in a given process must be taken into account for this to be successful. One task (like using a slicer in a grocery shop) or multiple tasks (like feeding steel sheets into presses) may make up the process, which may or may not include one or more people. What is utilised and how it is used (in terms of plant, machinery, equipment, substances handled, etc.) are both important considerations when trying to pinpoint potential dangers. Each component’s potential dangers must be evaluated.

• The location(s) in which the work is performed and the problems the location(s) pose, such as lighting, weather, nearby risks, etc.

• Who does it, including the workers, supervisors, and maybe other management levels, as well as their respective degrees of training, skill, and other traits required to complete the task.

• The process through which labour is accomplished, including the methods employed, the tools employed, and the worker’s interactions with coworkers and other members of the community.

• Unanticipated complications; ways in which the task may change depending on the situation.

The first stage in completing this study is to determine whether or not the process can be made completely safe by modifying a specific aspect of the work. When this is not an option, controls must be put in place to mitigate the threat.

Introducing Controls and Formulating Procedures

Controls over the work’s tasks, both technical and behavioural, will be used to establish the safe system. This will typically take the form of a documented procedure, but it could also be a complex set of rules and directives. A formal “permit-to-work” system may be implemented in situations with extremely high hazards. This might be the case, for example, when dealing with high voltage electricity requires multiple approvals and confirmations before proceeding. Work permissions will be discussed in further depth later on.

We emphasised that the competent person and the personnel performing the activity should collaborate to determine which risks exist and how to mitigate them.

Technical, procedural, and behavioural components of the controls must all be recorded for reference.

Instruction and Training in the Operation of the System

Workers are responsible for fully comprehending and correctly implementing the safe system of work. This requires talking to people, teaching them something, and keeping an eye on them. They are a crucial component of the system since they ensure that only those who have been properly educated and trained are authorised to perform the tasks at hand.

To ensure that all workers and bystanders have the essential knowledge and skills to function safely in the stated circumstances, instruction and training must be task-specific. Instruction can be given in a variety of formats, including in-person workshops, over the phone, through video or audio recordings, in printed materials, etc. In order to ensure that employees adhere to policies and procedures, managers will need to keep a close eye on their actions.

3.6.5 Monitoring and Reviewing the System

The safe systems should be checked on a regular basis to ensure that they are still working properly. Even if the system is functioning properly, it is possible that more can be done to lower the amount of risk. Just because a system is effective does not mean it is performing optimally. Where it is not, there are two possible explanations: the conditions have changed, or it was never proper in the first place. When workers find systems impracticable, they frequently figure out how to work around them, either with little effect or at a higher level of risk (which they may find acceptable in the circumstances).

In any situation, adjustments to any of the technological, procedural, or behavioural restrictions may be required. It should be noted that this may need strengthening instructions, training, and supervision to ensure compliance with behavioural restrictions.

3.7 Permit-to-work systems

3.7.1 Meaning of a permit-to-work system

The goal of a permit-to-work system is to make sure that all the right steps are taken before, during, and after dangerous jobs. Most of these operations have to do with maintenance work that can’t be done unless normal safety measures are dropped. However, some routine tasks also require special safety measures. Some examples are working with or maintaining high-voltage electrical equipment and supply plant, overhead moving cranes, hot or highly flammable materials, pipework with dangerous substances, and working in small spaces.

Permits-to-work are official papers that say what work needs to be done and what safety measures need to be taken. Work can’t begin until safe procedures have been set up and written down. The permit is a clear written record, signed by an officer in charge, that all possible risks have been thought about and all necessary steps have been taken. Before work can start, the person in charge of the operation must have it in their hands.

Be sure not to confuse a “permit-to-work system” with a “safe system of work.” Instead, a system of work that is safe may need a permit-to-work system as a way to control risk in a systematic way.

3.7.2 Why permit-to-work systems are used

Most tasks at work can be completed following standard operating procedures or instructions, but others need special attention. A more formal approach, a “permit to work” specifies when, where, and what kind of labour can be done. At each step, the work must be evaluated, and safety must be double checked. The workers must sign the permission to attest that they are aware of the dangers involved and will take the appropriate safety measures.

Permits serve as an important line of communication between project managers, plant managers, and the workers themselves. Hot work like welding, entering a vessel, cutting into pipes carrying hazardous substances, and work that requires electrical or mechanical isolation are all examples of high-risk jobs that may require a formal “permission to work” protocol. It’s also a way to avoid snarls in the workplace by synchronising various tasks.

While a “permit to work” is not meant to take the place of a thorough risk assessment, it can aid in bringing that assessment “to life” in the field.

Permit-to-work systems involve several facets of human factors, such as competency, processes, and communications. HSG250 provides more in-depth recommendations for permit to work programmes.

3.7.3 How permit-to-work systems work and are used

Operation of the Permit System

Below is an explanation of the most important guidelines that must be followed to keep the work permit system running smoothly.

Hazard Evaluation

This entails identifying every form of hazard that may be encountered and then devising a technique to eliminate or overcome them. Long-term success is best achieved through the implementation of a hazard appraisal programme, which allows for the formulation of a very long-lasting system of safeguards. A key issue may be that work is typically undertaken under emergency situations, leaving little time for a thorough evaluation.

Precaution Planning

A competent person, who has in-depth understanding of the risks connected with the process or plant, must carry out all planning related to the permit. To have one’s orders recognised and followed, one must hold a position of power. Therefore, the individual in charge of the permit-to-work system should be well-versed in the relevant legal requirements and the technical phrases, such as “isolate,” “lock off” (“lock out/tag out”), and “blank off,” that are used in connection with the system.

Instructing Supervisors and Operators

One person, ideally, should have total responsibility for the company’s permit-to-work systems. Such individual needs to be aware of potential dangers and proficient at avoiding them. He or she needs to be able to instruct and recommend safety methods to managers, supervisors, and others in the organisation.

The person in charge also needs the power to coordinate the actions of all those who have a stake in making the workplace safe. If a permission is issued, he or she is responsible for making sure that all parties involved fully grasp the permit’s provisions and adhere to them.

Any outside contractors participating should also be subject to these regulations, and it should be made clear that their employees may not start work unless they have received a thorough briefing on all necessary safety measures and procedures. The individual issuing the permission has a duty to thoroughly brief the individuals responsible for carrying out the work.

In addition to reading the permit’s requirements, asking and answering questions will help ensure comprehension.

Issuing the Permit

The work permit application must facilitate conversation between all parties. The issuing agency is responsible for designing it to meet all local regulations and criteria. In order to place appropriate focus on the special hazards present and the measures required, different tasks may require different permit forms, such as hot work and entry into restricted spaces. Nonetheless, the number of permits awarded should be restricted to a level that allows the facility to function smoothly.

It is the responsibility of the person in charge of the work to obtain the permit from the issuer, who must then fill it out and sign it (who signs for it). Any plant or site management or supervisory personnel who need to be kept abreast of the work’s progress should also receive copies. A second copy of the permit must be prominently displayed at all times while it is in effect.

Before Work Starts

When applicable, the following general safety precautions should be observed prior to beginning work:

• Electrical or mechanical facility isolation.

• Isolation of the apparatus or machine area.

• Securing or cutting off the supply of water, steam, acid, gas, solvent, and compressed air.

• Installation of scaffolding.

• Provision of temporary guards (or similar equipment) to ensure the safety of the task.

Checking and Cancelling Permits

Spot checks should be performed by managers or safety authorities to ensure everyone is following the set guidelines. Once work is done, the permit should be returned to the responsible party so they can make sure everything has been cleaned up and everyone involved knows they can no longer enter the work area to do regulated work. The facility can then resume normal operations.

The Application of Permits

Permits must be clear regarding the sort of work and the place to which they apply, as well as the hazards indicated and the safeguards that must be followed. Signatures are required at each level to ensure that the essential work has been completed.

The following is a list of all the information that must be provided on a permit-to-work form:

• Permit title and number.

• Inclusion of other pertinent permissions or isolation certificates.

• The location of the job.

• Identifying plants.

• A description of the job to be done as well as its limits.

• Hazard identification, including residual risks and work-related hazards.

• Precautions required – information on all precautions to be followed, including isolation, in order to complete the job safely. Each person who carries them out must affirm their completion.

• Any protective equipment required for the job.

• Authorisation – the manager’s signature releasing the plant for the project and certifying that all isolations and safeguards have been taken, except those that can only be taken during the work.

• Permit expiration date and time.

• Acceptance – a signature acknowledging understanding of the job to be done, the hazards involved, and the measures that must be taken. This should also establish that all personnel engaged have received a thorough explanation of the permit information.

• Extension/shift hand-over procedures – signatures verifying that inspections have been performed to ensure that the plant is safe to work on and that the new acceptor/workers are fully aware of the hazards and precautions. If the work is being extended, the permit’s expiration date must be changed.

• Hand-back – signatures of both the permit recipient and issuer, with time and date, indicating that all processes were followed correctly, the work was finished, and the plant was ready for testing and recommissioning.

• Cancellation – signatures with time and date verifying that the work has been tested and the plant has been recommissioned satisfactorily, and that it has been accepted back in a safe condition for production to resume.

3.7.4 When to use a permit-to-work system

Work in the following areas is an example of a hazardous circumstance in which permit-to-work procedures should be employed.

Hot Work

Maintenance and other non-routine work that involves burning, welding, using a bare flame, etc., require “hot work permits,” which focus on fire and explosion prevention. Only when all safety measures, including testing for flammable atmospheres, have been taken will the permit allow such work to be performed. It’s possible that similar testing will be needed when the system is live.

Work on Electrical Systems

Electricity and its potential dangers are often misunderstood or taken for granted. While working with high voltage equipment, a robust safety system must be implemented due to the great danger involved and the severe consequences of switching faults and other careless mistakes (in practical terms, 440 volts AC or higher).

If employees are to be kept safe while working on substation equipment, a permit-to-work system must be implemented. (It’s worth noting that the industry responsible for supplying electricity makes extensive use of such systems.)

Machinery Maintenance

The greatest danger to maintenance employees is being hurt if machinery is started up while work is still being done. This is frequently due to the fact that the individuals performing the maintenance work may be obscured from view of those at the plant controls. The machines may be set in motion due to a misunderstanding, neglect, or lack of information, and an accident may occur unless the power is isolated and locked off and cannot be reconnected without particular authorisation.

Sometimes it is not possible to separate every portion of complex equipment at the same time, and in this case, the isolation must be accomplished section by section with great care. • Locking-off switch handles are common ways of isolation.

• Taking off drive belts.
• Engaging the clutch.
• Making use of key interlock mechanisms.

The usage of key interlock systems allows multiple people to operate on the same plant without worry of one of them finishing work and starting the machine, putting the others in danger. Each participant is given a key, which he must carry with him, and the lock cannot be opened until all of the keys have been turned.

Confined Spaces

It can be very dangerous to go into a confined space. The work permit should list the following safety measures:

• Isolation of the confined space by mechanical and/or electrical means.
• Enough ventilation to make sure there is enough air to breathe.
• Cleaning and venting to get rid of all hazards, especially harmful fumes, and testing to make sure they are gone.
• A set amount of time to work, which can’t be exceeded under any circumstances.

If the dangerous gas can’t be completely removed from the confined space, special breathing equipment and lifelines must be used, and a rescue team should be on standby in case there are problems. Only a responsible person can give permission to get in. Some other things that can be done are to use a rescue harness, protective clothing, tools, and lights that won’t start a fire.

 3.8 Emergency procedures

3.8.1 Why emergency procedures need to be developed

Any workplace is at risk for emergencies, such as those involving physical harm to employees, fire, explosion, chemical spills, poisonous gas release, vandalism, flooding, and even riots and terrorist attacks. Injury and property loss can be drastically cut down on if people take the time to prepare for and respond to potential emergencies.

The primary goal of emergency plans is to keep personnel safe throughout the crisis and reduce property damage as much as possible. In the event of an emergency, there should be a predetermined plan in place outlining the steps to take immediately and appropriately.

The emergency process should detail the fundamental actions required to deal with potential workplace situations.

3.8.2 What to include in an emergency procedure

·       Consider what could occur and how the alarm will be sounded. Don’t neglect to account for night and shift work, weekends, and times when the business is closed, such as holidays.

·       Plan your actions, including how you will contact emergency services. Help them by marking your property plainly from the road. Consider creating a simple map of the hazardous materials’ locations.

·       If you have more than 25 tonnes of hazardous materials, you must notify the fire department and post warning signs.

·       Determine where to go to reach a secure location or obtain rescue equipment. You are required to provide sufficient emergency lighting.

·       You must ensure that there are sufficient emergency exits for everyone to rapidly evacuate, and that all emergency doors and escape routes are unobstructed and clearly marked.

·       Nominate competent individuals to assume leadership (a competent person is someone with the necessary skills, knowledge and experience to manage health and safety).

·       Determine which additional essential personnel are required, such as a designated incident controller, a person who can provide technical and other site-specific information if necessary, and first-aiders.

·       Plan essential actions such as emergency plant closure, process isolation, and safety measures. Clearly label essential items such as shutoff valves and electrical isolators, etc.

·       Everyone must be trained on emergency protocols. Don’t overlook the needs of disabled individuals and vulnerable labourers.

·       Work should not recommence after an emergency if a grave threat still exists. If you have any doubts, contact the emergency services for assistance.

3.8.3 Why people need training in emergency procedures

In the event of a catastrophe, the people who work or live in a building undergo emergency response or crisis management training. This training is essential to preventing additional disruption of business operations and ensuring that everyone involved knows what to do and when to do it. Personnel may experience fear without training; with training, they will respond appropriately and resume work as soon as possible. In a perfect world, all employees would undergo emergency preparedness training to familiarise themselves with the company’s security and life safety procedures.

There is a fair amount of danger in any line of work, therefore it’s important to practise emergency protocols with local authorities whenever feasible. Among the many reasons why it’s crucial to train for emergencies are:

There is no time for preparation or education during a life-or-death situation. An emergency plan is only as good as the individuals who carry it out in a timely and effective manner. Employees can respond more successfully in the event of an emergency if they have had a chance to practise their plan of action in the face of possible or actual danger. In addition, constant rehearsal shows flaws in the plan that can be fixed before the moment of truth.

Emergency drills help to ensure that everyone is ready for the worst-case scenario. The ability to act swiftly in a crisis is essential.

Doing drills for possible emergencies is a great way to get comfortable with the tools and amenities of your cabin and build your self-assurance. Anxiety during a real emergency can be lessened by knowing what to expect beforehand.

Emergency procedures make flying safer and better prepare you for any eventuality. Being ready for an emergency at work not only allows you to respond swiftly, but also reduces the anxiety that comes with following safety protocols.

All staff members must become familiar with and practise the organization’s emergency plans. It is our responsibility as employers to take all reasonable measures to guarantee the health and safety of our staff and the general public. In order to reduce the likelihood of workplace accidents, we must implement safe working conditions and practises.

It’s crucial to know how to operate a fire extinguisher, which is often included in emergency kits. Preparing for an emergency and then practising the steps to take is a good idea.

The responder gains the confidence via practise to deal with the potentially harmful scenario. Staff members who have received sufficient training in crisis response are more likely to feel confident in their abilities and to act accordingly.

Those involved will receive useful training from these procedures, which should lead to a faster, more efficient response to workplace incidents.

This is useful for identifying potential threats in the workplace. With this information, you can formulate a strategy that takes into account safety, the environment, property, and company continuity while making the most of available resources, skilled employees, and best practises in the industry.

Preparing for any kind of catastrophe at work requires regular reviews of equipment and drills in emergency procedures.

Workers can be trained in how to dial emergency numbers in an emergency. They can easily locate the necessary assistance resources and call the proper numbers in a hurry.

During times of crisis, rapid decision-making is essential. It is simple for first responders to handle any crisis as soon as feasible.

Regular emergency drills are necessary for finding any loopholes in the current emergency system. Weak spots, including insufficient resources or personnel, may become apparent during this procedure.

It’s also useful for boosting morale in a crisis among employees. Staff morale is boosted as a result, and they feel better prepared to handle any emergency that may arise.

The commitment of a business to its employees’ safety can be seen in how seriously it takes emergency drills. In the event of an emergency, this will be helpful to your staff.

3.8.4 Why emergency procedures need to be tested

Although it is impossible to completely safeguard a company from disaster, it can take steps to minimise the impact should one occur. Strict processes, training of key staff to understand their roles, and reinforcement of their knowledge of how to respond successfully with any occurrence potential to cause major harm to the site and/or its people are vital to its success in this regard.

In order to assess whether or not an organisation can effectively mitigate the effects of a major incident, it is important to review and test the organization’s Emergency Preparedness Plan on a regular basis (at least once a year, or whenever there are changes within the organisation that could compromise the plan’s effectiveness).

The effectiveness of the site management team’s response to a disaster is evaluated and reported on in the Emergency Preparedness Tests.

Important measures to prevent, prepare for, and lessen the impact of significant accidents must be in place, and all site staff must be well-trained and informed of their responsibilities in the case of an incident.

The evaluation and scenario combine the many elements of an emergency situation, providing a controlled environment in which the emergency response team’s performance may be evaluated.

The goal of the testing phase is to reveal any flaws, blind spots, or ineffective components of the plan. If the emergency plan has any flaws that could prevent it from working in practise, recommendations for remedial action, including assignment of responsibility for fixing those flaws, will be supplied.

Putting your emergency plans to the test gives you piece of mind and lessens the blow an event could otherwise have on your business or home.

Modifications to the strategy will have a positive effect on risk, safety, compliance, and business continuity.

3.8.5 What to consider when deciding on first aid needs in a workplace

When someone has been injured or becomes ill, first aid is the interim care offered to them while a doctor can be contacted. Every business should have enough qualified personnel and adequate facilities to handle any potential incidents, as it has the potential to save lives and avoid major physical harm.

Role and Training of First Aiders and Other Personnel

A first aider is a person who has been trained to administer first aid in accordance with the hazards of their employment, such as controlling bleeding and administering artificial respiration. There is a good chance that all workplaces will require at least one qualified first aider, and where the work is particularly hazardous (in terms of the apparatus used and/or the materials handled), it may be necessary to have many more.

·       The primary purpose of first aid is to preserve life.

·       Reducing the severity of an injury until medical assistance arrives.

·       Treatment of trivial injuries that would not otherwise receive or require medical care.

First responders and other personnel should never administer treatment for which they have not been trained. Their function is to provide the victim with initial aid while an ambulance or other medical help arrives. This may involve separating the patient from the danger and taking measures such as:

• Preventing any significant blood loss.

• Maintaining respiration.

• Treating wounds and scalds.

• Avoiding astonishment.

• Managing localised injuries, such as ocular injuries.

It is useless to have a first aid organisation whose members are unknown to those at risk. Consequently, the following actions should be taken:

• A prominent sign must prominently display the name(s) of the person(s) in command and the names of the qualified first aiders.

• In large facilities, it may be necessary to post multiple notices, and it is helpful to include a reminder about the necessity of seeking first aid treatment for all injuries, no matter how minor. In addition to the notices, each new employee should be informed of where to seek first aid treatment.

First Aid Facilities

All workplaces must have a properly stocked first aid kit and other facilities proportional to the number of employees and the hazards they face. This includes not only employees but also contractors, guests, and the general public.

First-Aid Kits

The first aid kits should be strategically placed in relation to the work areas and clearly marked. If feasible, they should be located in an area with adequate lighting and close to a washbasin; a chair should also be provided.

The person in charge of a box or cabinet is responsible for ensuring that it is adequately stocked, clean, and functional. A inventory of contents is helpful for stock checks, and additional items should be ordered prior to depletion. All patients treated should be documented. The contents of first aid kits will correspond to the categories of hazards present in the workplace. Note that medications and tablets should not be included, as they can only be administered by medical professionals.

First Aid Services

For larger properties, a first aid room where injured or ill individuals can receive immediate care may be provided. Depending on the nature of the activity and the number of participants, the following factors must be considered when selecting a location for such a room:

• It should be centrally located, readily accessible from all areas of the building, and preferably on the ground floor so that ambulances can be driven up to the door.
• It should be in a quiet area with excellent natural lighting and ventilation.
• There should be a sufficient waiting area for patients, with consideration given to patient flow, control, and use by the nursing staff.

Things to consider when deciding on first aid needs in a workplace

Shift Patterns

The number of shifts, shift duration including the requirements of night shifts may be taken into consideration when deciding on first aid needs. For example, more than one shifts may need arrangements to be made for First Aiders for each shift to be conducted.

Location of site

The geographical location of the site plays a vital role in deciding on the level of medical amenities that may be available around. Workers working in remote area like forest area, oil rigs, etc may not have easy access to medical amenities. These needs to be considered and arrangements to be made like the arrangement of personal first aid kits., ambulance, medic, etc.

Activities carried out

The activities carried out at the workplace decides on the hazards and risks that may be associated with the work the workers are performing at the workplace. For example, the activities carried out in an educational institution are not similar to that carried out in a Construction site, therefore the hazards and risks are also different. While deciding on First-Aid needs we should consider these.

Number of workers

The First-Aid arrangements must be proportionate to the number of workers under risk in an Organisation. For example, the amenities for twenty workers will not fulfill the needs for two thousand workers at the workers at the workplace.

Location relative to hospital/emergency services

The distance of the workplace from the hospital is a major factor which should be considered while deciding on first-aid arrangements. For example, if the hospital is 20kms away from the work location it may take a lot of time to reach the hospital. So rigorous arrangements to be made available in such cases.

References

How to use power of peers to promote health and safety in the workplace.

https://ng.opera.news/ng/en/health/8578a26ea2655ee387fa7e02e653ff29

Organisational focus

https://www.hse.gov.uk/humanfactors/organisational.htm

What are ‘organisational factors’ and how to they affect health and safety?

https://stockwellsafety.com/how-do-human-factors-affect-health-and-safety/

HOW PERSONALITY INFLUENCES SAFETY-RELATED WORK BEHAVIOR

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Risk profiling

https://www.hse.gov.uk/managing/risk-profiling.htm#:~:text=A%20risk%20profile%20examines%3A,place%20to%20manage%20those%20risks

Risk profiling

https://app.croneri.co.uk/feature-articles/risk-profiling

HSG 65: Managing for Health and Safety

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A 5 STEP GUIDE for employers, workers and their representatives on conducting workplace risk assessments

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5 levels of hazard controls in ISO 45001 and how they should be applied

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The health and safety toolbox How to control risks at work

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Why Is It Important To Practice Emergency Procedures?

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