Health and Safety made simple... another part of my guideline series...

1. Creating YOUR Notes on
SAFETY
Creating
IMPRINT SAFELY
YOUR
Legal Liability and the Safety Professional’s duty of care:
Ministry of Housing and Local Government v Sharp (1970)
Lord Denning
SAFETY
“The duty to use due care in a statement arises not from any voluntary
assumption of responsibility, but from the fact that the person making it
IMPRINT
knows, or ought to know, that others would act on the face of the
statement being correct” SAFELY
‘What that statement of Lord Dennins really says is that if you give
advice it may reasonably follow that someone will act on that advice and
therefore the advice must be accurate.’
A Practical Solution to
The Safety & Health Practitioner December 1998 (27)
Article by Paul Jones Introducing and Maintaining
Safety at Work
Bacon’s Essays of Studies
P202
‘Reading maketh a full man, conference a ready man, and writing an exact man;
and therefore, if a man write little, he had need have a great memory;
if he confer little, he had need a present wit; and if he read little,
he had need much cunning, to seem to know that he doth not.’
C1600
Copyright Clive Burgess© 2011

2. CONSULTATION A Practical Solution to
Introducing and Maintaining
Manage Information Consultation, communication and reporting Safety at Work
Keeping control of the situation: Use this acronym to manage (OHS) Risk/Cost Control System
your paperwork flows and to create an auditable trail Your footprint in Five steps Making your imprint
Making your imprint last
DIMRC - These should be Documented, Implemented, Maintained, Reviewed Benchmarking and Best Practice
and Communicated Reviewing your companies existing safety system. (PIREM)
Documented – Diaries, Audits, Research Files, Activities Files, Database,
Leaflets etc 1: Process 2: Impact 3: Regulate 4: Execute 5: Maintain
Implemented – Pro-active involvement, Influencing the situation, Involving Reviewed – To observe action points had been triggered and were
others noticeable
Maintained – Challenging the status quo, Employee surveys, Facing reality 1: Process (OHS) Risk/Cost Control System – Step One
Reviewed – To observe action points had been triggered and were BEHAVIOUR Co-operation and Review
noticeable Review Behaviour patterns and trends, gain co-operation by involving the
Communicated – Through direct ‘face to face’ contact - leaflets workforce from the start of your safety project.
GAP Auditing
Glossary: Charter > Vision > Goal > Policy >Expectation > Intent > Review your existing health and safety policy and procedures to find out
Value > Behaviour > Commitment what already exist and what is missing.
Charter 2: Impact (OHS) Risk/Cost Control System – Step Two
the fundamental principles of an organization; constitution
ORGANISATION Coordination and Competition
‘The Charter of the United Nations’
Review your Organisation to find out how your workforce operates in
Vision
relation to your existing health and safety policy and procedures. How are
the ability or an instance of great perception, esp. of future
these processes coordinated by the workforce and the management team?
developments ‘A man’s vision’
Does this give you a competitive edge? Is it safe? Lean productive units
Goal
Conduct a general risk assessment
the aim or object towards which an endeavour is directed
Specific Topics
Policy
3: Regulate (OHS) Risk/Cost Control System – Step Three
a plan of action adopted or pursued by an individual, government,
party, business, etc. GUIDELINES Conditions and Competence
Expectation Documented – Diaries, Audits, Research Files, Activities Files,
an attitude of expectancy or hope; anticipation Database, Leaflets etc
‘to regard something with expectation’ 4: Execute (OHS) Risk/Cost Control System – Step Four
Intent PLAN Implementation and Control
something that is intended; aim; purpose; design Implemented – Pro-active involvement, influencing the situation,
Value involving others
the moral principles and beliefs or accepted standards of a person 5: Maintain (OHS) Risk/Cost Control System – Step Five
or social group ‘a person with old-fashioned values’ Maintained – Challenging the status quo, Employee surveys, facing
Behaviour reality
manner of behaving or conducting oneself
Commitment If you are creating your (OHS) Risk/Cost Control System from scratch
an obligation, promise, etc. that restricts one's freedom of action work backwards from step five to step one.

3. TEAMWORK Manage People
BEHAVIOUR: Making your imprint
CO-OPERATION and REVIEW > Process
1: Process: BEHAVIOUR CO-OPERATION and REVIEW 1: Process (OHS) Risk/Cost Control System – Step One
2: Impact: ORGANISATION COORDINATION and COMPETITION Co-operation and Review
3: Regulate: GUIDELINES CONDITIONS and COMPETENCE Review Behaviour patterns and trends, gain co-operation by involving the
4: Execute: PLAN IMPLEMENTATION and CONTROL workforce from the start of your safety project.
5: Maintain: OBSERVE MONITOR and MEASURE GAP Auditing
Review your existing health and safety policy and procedures to find out
what already exist and what is missing.
PLAN IMPLEMENTATION and CONTROL > Execute
We want you to come to work and go home without harm How we do things around here
The Charter:
The Commitment:
Vision, Values & Behaviours. Commitment
Providing Safety and Preventing Harm to All
The Policy:
The Expectations:
OHS&E Safety Everywhere, Everyday
Living up to ‘Safety Its My Responsibility’
The Goal:
The Culture:
Zero Harm Safety Everywhere, Everyday
Behaving Safe, without Harm, Identifying Hazards
BEHAVIOUR CO-OPERATION and REVIEW > Process
How we do things around here Identify responsibility and accountability
The Commitment:
Providing Safety and Preventing Harm to All Hazard identification, risk assessment, and control of risks
The Expectations:
Living up to ‘Safety Its My Responsibility’ Communicated – Through direct ‘face to face’ contact - leaflets
The Culture:
Behaving Safe, without Harm, Identifying Hazards Keeping control of the situation
GUIDELINES CONDITIONS and COMPETENCE > Regulate Reduce risk by assessing the situation
Remove, reduce or contain hazards
We want you to follow these rules Documentation (paper flow) Auditable trail
The Systems:
Documentation and Data for Safe Operations Practice, Controlling Risks Perception, knowledge and practices of employees in relation to health and
ORGANISATION COORDINATION and COMPETITION > Impact safety
We want you to do this using these to produce that Observe the systematic interaction of people, machines in relation to the
The Organisation: work environment. Consider the organisational and cultural factors, which
Support through Consultation, Communication and Reporting effect the actions or activities performed to complete the task.
The Leadership:
Offering Guidance, Direction and Support, Honest and Trustworthy
OBSERVE MONITOR and MEASURE > Control
Making your imprint last
There are many
Keeping control of the situation
different behavioural
Reduce risk by assessing the situation
safety systems on the
Remove, reduce or contain hazards
internet
Documentation (paper flow) Auditable trail

4. MANAGEMENT
ORGANISATION: Making your imprint
COORDINATION and COMPETITION > Impact
Manage Operations Keeping Control of the Situation 2: Impact (OHS) Risk/Cost Control System – Step Two
Elements required for a health and safety plan – Dr Niki Ellis 2001 Coordination and Competition
Review your Organisation to find out how your workforce operates in
Vision: What the organisation aspires to in health and safety and why. relation to your existing health and safety policy and procedures. How are
these processes coordinated by the workforce and the management team?
Values: Important principles in doing health and safety, and probably more Does this give you a competitive edge? Is it safe?
about why. Lean productive units
Conduct a general risk assessment
Goal: What the organisation wants to achieve overall for health and safety We want you to do this using these to produce that
within the timeframe of the plan.
The Organisation:
Indicators/targets for the goals: The measures that will be used to assess Support through Consultation, Communication and Reporting
progress towards the goals and the change expected between now and the The Leadership:
defined time in the future using these measures. Offering Guidance, Direction and Support, Honest and Trustworthy
Risk Assessments
Key priority areas (KPA): Priorities for action in the period of the plan. Risks (elimination, substitution, engineering controls, administration
controls, personal protective equipment, and purchasing goods and
Objectives: What the organisation wants to achieve in the timeframe for each services)
KPA Contingency preparedness and response
Communicated – Through direct ‘face to face’ contact - leaflets
Strategies: How the organisation intends to achieve its objectives. Keeping control of the situation
Subheadings are needed within strategies to describe task, timelines and Reduce risk by assessing the situation
accountabilities (who is accountable for getting this done) Remove, reduce or contain hazards
Documentation (paper flow) Auditable trail
Documentation (paper flow) Auditable trail Performance indicators for various elements of workplace Organisational
Health and Safety (OHS)
Indicators
Keeping control of the situation Leadership Five Steps to Risk Assessing
Elements of Implementation for a Risk Management System Consultative
Information Identify the Hazards
1. Identify responsibility and accountability Planning
2. Training and competency Training Identify the Risk
3. Consultation, communication and reporting Risk Management And the people at Risk
4. Documentation and data control Hazard identification
5. Hazard identification, risk assessment, and control of risks Risk assessment Evaluate, remove or reduce, and protect
6. Risks (elimination, substitution, engineering controls, administration controls, Risk control from risk
personal protective equipment, and purchasing goods and services) Injury Management
7. Contingency preparedness and response First aid Record, plan, inform, instruct, and train
Rehabilitation
Workers compensation Review

5. GUIDELINES: Making your imprint
COMPLIANCE Manage Finance CONDITIONS and COMPETENCE > Regulate
1: Process Identify responsibility and accountability 3: Regulate (OHS) Risk/Cost Control System – Step Three
2: Impact Contingency preparedness and response
3: Regulate Documentation and data control Documented – Diaries, Audits, Research Files, Activities Files,
4: Execute Hazard identification, risk assessment, and control of risks Database, Leaflets, Training Files
5: Maintain Training and competency We want you to follow these rules
Compliance with HS (G) 65 The Systems:
IMPACT – How we judge our achievements Documentation and Data for Safe Operations Practice, Controlling Risks
Compliance with external standards, eg Documentation and data control
Policy legislation, codes of practice etc Training and competency
Organising Compliance with internal standards
Inform, Instruct, Train: Hazard/incident report rates Communicated – Through direct ‘face to face’ contact - leaflets
Rates of improvements made Keeping control of the situation: Regulations Accident Prevention
Monitoring
Cost of damaged equipment Reduce risk by assessing the situation
Inspecting Risk ratings Remove, reduce or contain hazards
Investigating Satisfaction of line manager with OHS services Documentation (paper flow) Auditable trail
Measuring Performance Perception, knowledge and practices of ‘Six Pack’
Reviewing Performance employees in relation to health and safety Management of Health & Safety 1999
Manual Handling
Auditing Documentation (paper flow) Auditable trail
Welfare at work (Workplace) Creating a Library
Advice, Checks and Reports Display Screen Equipment
Keeping control of the situation: Use this acronym to achieve your goals Personal Protective Equipment
PUWER Work Equipment
• DAOTM –
LOLER Lifting Equipment
Direction, Aims and Objectives, Targets and Milestones
COSHH 2002
Keeping control of the situation: Use this acronym when setting objectives and Signs and signals
targets Noise at work
Electricity at work
Lighting
• SMARTER- These should be Specific to the desired outcome, Measurable
Vibration at work
with noticeable and observable change, Achievable but challenging enough
RIDDOR
not to be tedious , Reasonable in the expectations of the participant and with
First Aid
given Time restraints, Evaluated and Redefined – Working towards a Safety
Accident Book
Culture – ‘Safety it’s my responsibility’
Fire Order
1. Specific
Consultation with Employees
2. Measurable
Working from Heights
3. Achievable
Asbestos
4. Reasonable
Lead
5. Time
Insurance – Liability- Indemnity Policy
6. Evaluation
Working Time Directive
7. Redefine
CDM 2007

6. Inform, Instruct, Train PLAN: Making your imprint
IMPLEMENTATION and CONTROL > Execute
A Practical Solution to Introducing and Maintaining 4: Execute (OHS) Risk/Cost Control System – Step Four
Safety at Work
Involvement and Responsibility Implemented – Pro-active involvement, influencing the situation,
Manage safely: MAINTAIN involving others
Your footprint in Five stages Making Your Imprint Last
We want you to come to work and go home without harm
Stage one Manage Risks: CONTROL The Charter:
Maintaining the (OHS) RISK/COST CONTROL SYSTEM. Observation Vision, Values & Behaviours. Commitment
Administration. Using this guidebook The Policy:
 to maintain safe and healthy working conditions; and OHS&E Safety Everywhere, Everyday
 to review and revise this policy as necessary at regular intervals. The Goal:
Zero Harm Safety Everywhere, Everyday
Stage two Manage Finance: COMPLIANCE
 to provide adequate control of the health and safety risks arising from our Communicated – Through direct ‘face to face’ contact - leaflets
work activities;
Contribute to the implementation of change in services products and Keeping control of the situation
systems by ensuring your company is compliant with health and safety Reduce risk by assessing the situation
regulations. Remove, reduce or contain hazards
Plan, allocate and evaluate work carried out by teams, individuals and self. Documentation (paper flow) Auditable trail
Recommend, monitor and control the use of resources.
• DIMRC - These should be Documented, Implemented, Maintained,
Stage three Manage Operations: MANAGEMENT Reviewed and Communicated
 to provide information, instruction and supervision 1. Documented – Diaries, Audits, Research Files, Activities Files,
 to ensure all employees are competent to do their tasks, and to give them Database, Leaflets etc
adequate training;
2. Implemented – Pro-active involvement, Influencing the situation,
 prevent accidents and cases of work-related ill health; Involving others
Maintain and improve service and product operations
3. Maintained – Challenging the status quo, Employee surveys,
Plan activities and determine work methods to achieve objectives
Facing reality
Stage four Manage People: TEAMWORK 4. Reviewed – To observe action points had been triggered and
 to ensure safe handling and use of substances were noticeable
 to provide and maintain safe plant and equipment 5. Communicated – Through direct ‘face to face’ contact - leaflets
Create, maintain and enhance effective working relationships
Stage five Manage Information: CONSULTATION
 to consult with our employees on matters affecting their health and safety;
Seek, evaluate and organise information for action
Exchange information to solve problems and make decisions
Develop teams, individuals and self to enhance performance