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A Culture and Leadership Upholding Health and Safety at Work
1. A Culture and Leadership Upholding
Health and Safety at Work
Presented by: Jovy Formanes, PGDBM,BA,CTP, CIEH
Bukhatir Training and Development
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2. OBJECTIVES
To look at the agenda that were set out for the
effective leadership of health and safety
To identify the best practices in HSE for
leaders/directors.
To be able to help your organisation find the best
ways to lead and promote health and safety
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3. SAFETY CULTURE
“A set of values,
conventions, or social
practices that makes one
safe from undergoing or
causing hurt, diseases,
injury, or loss.”
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5. Essential Principles to Follow
• Visible active commitment from the board;
Strong and • Establishing effective „downward‟ communication
active leadership systems and management structures
• Integration of good health and safety management with
from the top business decisions
• Engaging the workforce in the promotion and
Worker achievement of safe and healthy conditions;
• Effective „upward‟ communication;
Involvement • Providing high quality training
Assessment • Identifying and managing health and safety risks;
• Accessing (following) competent advice;
and Review • Monitoring, reporting and reviewing performance
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6. Managing Human Factors
"Human factors refer to environmental,
organisational and job factors, and human
and individual characteristics, which
influence behaviour at work in a way which
can affect health and safety"
The The
The Job
Individual Organisation
7. Cost of Poor Health and Safety at Work
Medical cost not covered by insurance
About 25 Million working days are lost per year due to
accidents/ill health
Legal arrangements cost
Cost to employment sector
Two million people suffer from an illness that they believe to be
caused or made worse by work
Many thousands of deaths each year can be attributed to
occupational illnesses, including some cancers and respiratory
diseases
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8. Benefits of Good Health and
Safety
Reduce costs and reduced risks-employee absence and
turnover rates are lower, accidents are fewer, the threat of
legal action is lessened;
Improved standing among suppliers and partners;
A better reputation for corporate responsibility among
investors, customers, and communities;
Increased productivity-employees are healthier, happier and
better motivated
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9. HUMAN FACTORS: THE BUSINESS BENEFITS
If you think safety’s expensive, try having an
accident …
•Managing human failures is essential to prevent major
accidents, occupational accidents and ill health, all of which can
cost businesses money, reputation and potentially their
continued existence.
•Successful businesses achieve high productivity and quality
while ensuring health and safety. Good technology combined
with the best work systems can help to achieve these goals.
•The best work systems are based on having a skilled workforce,
with well-designed jobs that are appropriate to individuals‟
abilities.
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10. Employers Responsibilities
Provide a written Health and Safety Policy (if they employ five
or more people);
Assess risks to employees, customers, partners and other
people who could be affected by their activities;
Arrange for effective planning, organisation, control,
monitoring and review of preventive and protective measures;
Ensure they have access to competent health and safety
advice
Consult employees about their risks at work and current
preventive and protective measures
*Failure to comply with these requirements can have serious
consequences- for both organisations an individuals. Sanctions could
include fines, imprisonment and disqualifications
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11. 4 Core Actions for Leaders
towards Health and Safety
1-Plan the direction for health and
safety
2-Deliver health and safety
3-Monitor health and safety
4-Review health and safety
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12. 1. Plan the direction for health and safety
Core Actions:
1. Agree a policy – boards will need to ensure
that they are aware of the significant risks faced
by their organisation.
2. The policy should require the board to:
• „Own‟ and understand the key issues
involved; and
• Decide how best to communicate, promote
and champion health and safety
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13. 2. Deliver Health and Safety
Core Actions:
Ensure that health and safety arrangements are
adequately resourced;
They obtain competent health and safety advice;
Risk assessments are carried out;
Employees or their representatives are involved in
decisions that affect their health and safety
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14. 3. Monitor health and safety
Core Actions:
Appropriate weight is given to reporting both preventive information
such as progress of training and maintenance programmes) and
incident data (such as accident and sickness absence rates);
Periodic audits of the effectiveness of management structures and risk
controls for health and safety are carried out;
The impact of changes such as the introduction of new procedures,
work processes or products, or any major health and safety failure, is
reported as soon as possible to the board;
There are procedures to implement new and changed legal
requirements to consider other external developments and events
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15. 4. Review health and safety
Core Actions:
Examine whether the health and safety policy reflects the
organisations current priorities, plans and targets;
Examine whether risk management and other health and safety
shortcomings and the effectively reporting to the board;
Report health and safety shortcomings, and the effect of all
relevant board and management decisions;
Decide actions to address any weaknesses and a system to
monitor their implementation
Consider immediate reviews in the light of major shortcomings
or events.
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17. When leadership falls short
The liabilities of individual board members for health and
safety failures
• If health and safety offence is committed with the consent or
connivance of, or is attributable to any neglect on the part of, any
director, manager, secretary or similar officer of the organisation, then a
person (as well as the organisation) can be prosecuted.
• Directors cannot avoid a charge of neglect and those found guilty are
liable for fines and, in some cases, imprisonment.
• Individual directors are also potentially liable for other related offences.
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18. Reference/s;
“Leading Health and Safety at Work”
from
Institute of Directors
And
Health and Safety Executive UK
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19. “The leader always set a trail for others to follow”
Thank You
Email: info@btd.ae Please visit our website; www.btd.ae
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Editor's Notes
An iceberg has 90% of its bulk below the surface, out of sight. This huge lump below the waterline carries far more weight than the 10% you can see above.Out of sightCulture is below the waterline. It is simply how we do things around here.It shows in: the way people treat each other;how decisions are made - imposed top-down, through consultation, using feedback from employees;the way individuals communicate - openly and honestly, or through lies or fear;whether there’s a team spirit.You sense it when you’ve been inside a place for just a few minutes. You may like to think about how you felt on your first day in the organisation - or how an outsider might feel.The visible partThe symbols are above the waterline. They are the slogans and the words on things like:customer care posters;pencils or coffee mugs with mission statements;fancy certificates hanging in reception.Building a health and safety cultureFor a health and safety policy to work in practice the symbols above the waterline and the assumptions and attitudes below it should actually match up. When this happens it is often called a positive safety culture.To understand the idea of safety culture you just need to do a little digging under the surface and look for clues. The kind of clues you could look for include:whether people are making an effort to communicate;whether managers show real commitment to health and safety even when the going gets tough;whether people feel motivated at work;whether appropriate health and safety training is on offer.Put the pieces of the jigsaw together and you have a culture at work that will encourage effective health and safety management.
Human factors refer to environmental, organisational and job factors, and human and individual characteristics, which influence behaviour at work in a way which can affect health and safety“This definition includes three interrelated aspects that must be considered: the job, the individual and the organisation:The job:[1] including areas such as the nature of the task, workload, the working environment, the design of displays and controls, and the role of procedures. Tasks should be designed in accordance with ergonomic principles to take account of both human limitations and strengths. This includes matching the job to the physical and the mental strengths and limitations of people. Mental aspects would include perceptual, attentional and decision making requirements.The individual:[2] including his/her competence, skills, personality, attitude, and risk perception. Individual characteristics influence behaviour in complex ways. Some characteristics such as personality are fixed; others such as skills and attitudes may be changed or enhanced.The organisation:[3] including work patterns, the culture of the workplace, resources, communications, leadership and so on. Such factors are often overlooked during the design of jobs but have a significant influence on individual and group behaviour.
Under the Corporate Manslaughter and Corporate Homicide Act 2007 an offence will be committed where the failings by an organization’s senior management are a substantial element in any gross breach of the duty of care owed to the organisation’s employees or members of the public, which results in death…
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