2020-2019 (Q & A)

Question 1

Outline reasons for introducing health and safety management systems.

Answer 1

• Better health and safety performance, which will reduce the costs of accidents and incidents.
• Greater awareness of legal requirements, which will reduce the chances of committing an offense.
• Improved relations and morale as employees see that their health and safety is being looked after.
• Improved image and positive public relations from a publicly responsible attitude towards employees.
• Greater business efficiency which will reduce costs.
• Reduced insurance premiums, by demonstrating more effective risk control.
• Greater confidence from banks and investors by showing more effective risk management systems
• Adhering to corporate social responsibility principles. Health and safety management systems help with the physical, social, and mental wellbeing of employees, which are also main aspects of corporate social responsibility (CSR).
• Supporting continual business improvement, ensuring that health and safety are given the same importance as other business objectives, or alignment with other management systems.
• Supporting corporate governance

Question 2

corporate governance meaning ?

Answer 2

Corporate governance is the structure of rules, practices, and processes used to direct and manage a company. A company’s board of directors is the primary force influencing corporate governance.

Question 3

Organisations are subjected to many influences in health and safety.

Identify influential parties AND Outline how they can affect health and safety performance in an organisation.

Answer 3

• Employer bodies who may set professional and performance standards for member organisations;
• Client.
• Trade associations who set performance standards for members and can require self-regulation and compliance with accredited management systems;
• Trade unions whose representatives check workplace conditions and provide advice and
  guidance;
• professional groups such as IOSH who set professional standards of performance and provide advice and guidance; in UK
• Pressure groups who can organise campaigns to obtain bad publicity for non-performing organisations;they seek to influence government policy or legislation.
• The public who as customers can influence the success of an organisation by boycotting
  goods and services;
• The ILO who publish advice and guidance and enforce standards in conventions and
  recommendations;
• Insurance companies who can require specific performance standards for insurance cover and may remove statutory cover for non-compliance
  -The media who are always willing to provide publicity and coverage of incidents affecting the health and safety of workers and others.

Question 4

A worker has been elected as a worker representative. Outline the rights of the worker representative in the consultation process.

Answer 4

• Be given adequate information on health and safety matters.from the employer on current and future hazards to the health and safety of workers at the workplace.
• Consulted (when major health and safety measures or changes to work with health and safety implications are planned, health and safety arrangements,), The right to be consulted over health and safety arrangements, including future plans.
• Selection of representatives in health and safety by workers
• The right to inspect the workplace, and
• The right to make representations to the employer on these matters
• Protection from dismissal/prejudicial treatment as a result of their representative role.
• Be able to contribute to the health and safety decision-making process/negotiations.
• Access to all parts of the workplace, workers, labour inspectors and health and safety specialists (as required).
• Paid time off to be allowed to carry out the function of safety representative
• Given training to perform their functions.Paid time off to be trained in order to function as a safety representative
• The right to investigate complaints from workers on health and safety matters •The right to make representations to the employer on these matters
• The right to accompany health and safety authority inspectors when they inspect the workplace and to make complaints to them when necessary

Question 5

(a) Outline the purpose of task analysis.(2)

b) Outline a method for carrying out task analysis.(8

Answer 5

A)
- Is to to identify where human error might occu in each step of the task to be carried out.
- To assess hazards and risks and to produce a safe system of work
B)
Firstly is the selection of the task to be analyzed ideally, all tasks should have task analysis, but because of the significan number of taks,and the revesion which is required if there’s a change in process, equipment, enviromnt, it may not be practical to do this for every single one, for these reasons it is necessary to identify which taks to be anlyzed considering the follwing factors while doing so:
-Accident frequency and severity: task where accidents occur frequently or where they occur infrequtlt but result in serious injury
-Tasks where potential for injury or illnes is high
-Newly established /modified task; due to lack of exprience in these jobs, hazrds may not be evident
- infrequently performed tasks
Secondly, after the task has been chosen for analysis, the next stage is Splitting or breaking the task down into respective components/steps, care must be given to no omit any step, By breaking the task down into each step then the cause of the injury may become apparent and a better way of completing the task may be identified.
Thirdly, once the task ahs been broken to basic steps, the hzarads should be identified at each step based on the observation of the job, knowledge of accident, and injury causes, personal experience, the things that could go wrong each step should be identified. To help identify potential hazards the task analyst may use question s such as these:
- Can any body part get caught in or between objects?
- Do tools, machines, or equipment present any hazards?…
Lastly, the final stage in the task anlysis, task anlyst needs to determine ways to eliminate or control harzards identified at each step, the primary method of control is to eliminate the hazard completely, if that is not practical the next option is to reduce the risk as much as possible and there are three key ways which should be consider in the following order:
Engineering controls can include:
-Substitution: less flammable
-Isolation: sound proof barrier
-Modification of tools/equipment: installing guards around moving parts.
Adminstrative control:
-PTW.
-Training, Supervision.
-Job rotation
PPE:
The right type , fit , trained on use, stored properly
All the following infromations should be written in one formate

Question 6

Explain why the number of reported accidents in a workplace do not, on their own, provide a complete measure of health and safety performance of an organisation.

Answer 6

• Accidents and occupational ill-health are usually a rare occurences, That can reults in not many cases to count, and numbers may not be regardaded as statistically significant .
• Variation from year to year might be due pure chance rather than any accident reduction measures that have been introduced.
• Accident statistics tend to reflect the results of actions which were taken some time ago, so there is not a rapid cause and effect situation. to some extent it is dependent on actions taken a while ago, and any action taken present will take some time to show. cases of occupational disease are, by their very nature, long-term effects
• Accident recording is of limited use in relation to assessing future risk. There are problems with under-reporting of minor accidents.
• Time off work which is used as an essential indicator does not correlate well with the severity of an injury, because some people will work with a broken arm, while others take a week off with a cut finger.
• When workers are made aware of safety behind reporting incident, they tend to report more accident, the picture may then seen worse, when actually safety cultured that has improved.
• Improved reporting culture might be intrepereted incorrectly and perceived as the safety performance get worst
• Things have already gone wrong: things are being put right after the event rather than before.
• It measures failure, which is a negative aspect to focus on.

Question 7

A permit-to-work system has been introduced at a factory that operates continuously over three shifts.

An audit takes place a year later.

The audit shows many permits-to-work have not been completed correctly or have not been signed back.Outline possible reasons why the permit-to-work system is not being followed

Answer 7

• The permit system was too bureaucratic. permit-to-work systems being too complex as a reason for them not being completed correctly
• No competent person to authorise the permit/non-availability of the permit issuer.
• Time pressures/Production pressures.
• Inadequate risk assessment.
• Controls to be followed not clear.
• Problems with organising controls before the work starts.
• Lack of information, instruction, lack of training for permit issuers and permit receivers
• Lack of effective communication/difficulties with shift handovers .
• Routine violations due to a poor health and safety culture.
• Poor supervision. no monitoring of the system,
• Need for permit not communicated to the workers this can be communicated in daily briefing, meeting, on-site training, train-room based training, so on.
• No permit-to-work system available.
• Complacency from the individuals involved in the process as reuslt job factors, no accountibility. no ownership.

Question 8

Outline the desirable design features of:

a) controls;(12
(b) displays(8)for a control panel which reduces the likelihood of human error.

Answer 8

A)
§Minimising the number of control needed so as to avoid operator confusion.
§Place controls in positions where they are easily operated
§Ensure that controls are ordered logically –in such a way that the operation of controls follow the logical order of the process being controlled
§Design controls so that they require positive action in order to be operated and cannot operated accidently or knocked, for example a hand brake of a car cannot be released simply bypushing down on the lever
§Ensure that feedback is available to the operator to indicate successful operation of control.
§Obey any stereotyping / conventions that might already exist for that type of control. For example
§Emergency control should be prominent and distinctive so that they are easy to see and activate. They might be positioned near to the operator’s position so that they are within easy reach in the event of emergency.
§Controls that have to be operated frequently might be closely positioned to the operator for ease for access, whilstthose that are used infrequently might be positioned further away.
§Controls might be laid out in an arc around the operator so that they can all be activated without need to over reach.
§Controls that require force to operate should be power or servo assisted.
§The type of control should be appropriate to the degree of control required, for example a lever may be more appropriate than a knob.
§A system restart should again only occur after operating a control after a deliberate or non-intentional stop. A stop function should be easy to activate and override start and adjust control.
§Labelling, shape or colour can be put to effective use to ensure controls are easily identified.
B)
§Display must be visible to the operator from their normal operating position. They must also be large enough to be easily visible.
§They must be appropriately labelled, so that the parameter they are displaying is clear to the operator, this might require the use of pictograms (whichmight also help overcome language barriers).
§The positioning of safety critical displays must be carefully selected so that they are in the operator’s normal line of sight and in a commanding position
§Again, any conventions / stereotyping that exist should be recognised and used, for example, colours on dials relating to changer and safe conditions would normally use green for safe, red for danger. Dials should all increase the same way, normally clockwise.
§Careful selection of analogue vs digital displays should be made. There are times when a digital readout is perfectly acceptable and desirable. There are other times when analogue is preferred since the position of the needle on an analogue dial can be determined by a quick glance that does not require the accurate reading of numbers.
§Or, It is important to use the appropriate type of display for the reading i.e.; analogue or digital
§Display must be carefully placed and lit so as to avoid glare.
§Duplication of adjacent displays should be avoided in some instances where accidently reading the wrong display might end in disaster.
§Displays should also clearly indicate the change, match expectation and attract the appropriate sense such as flashing to draw visual attention
§Ensure all dials arein similar position for normal operation
§Marking on dials and the application of different colours can be used to indicate abnormal situations.

Question 9

An organisation is considering assessing its health and safety culture prior to implementing a programme of cultural change.

(a) Outline what should be considered when assessing the organisation’s current health and safety culture.(10)
(b) Identify methods the organisation can use to gather information when assessing current health and safety culture.(2)
(c) Outline factors influencing the success of a cultural change programme.(8)

Answer 9

(a)
-Attitude towards H&S by workers / managers this can be achieved by using an atitude surveys, and the reason is that attitude surveys can identify trends and it is then possible to quantify how attitudes are changing.
-Findings of Accident/Incident Investigations, Sometimes during an accident/incident investigation the underlying cause is identified as ‘lack of care’. This may indicate individual carelessness then this may be an indicator of poor safety culture. especially if the same underlying cause keeps recurring. therefore finding are importatnt things to consider when assessing.
-Acceptance of H&S responsibilities which can be assessed by surveys questionnaire or interview
-The effectiveness of communication on H&S within the organisatio. this might be assess by viewing all of the various forms of communication that are apparent. Communication surveys can be used to find out how effectively information has been transferred.
-The integration of H&S into other management function (e.g. purchasing) this might be assessed by reference to policy and procedure documentation and by interview.
-The influence of H&S into other management decision-making. This might be assessed by reviewing management meetings minutes and by interview.
-The effectiveness and composition of the safety committee. This could be assessed by viewing meetings minutes and by interview.
-The status of safety advisors. This could be assessed by examining the position of the safety advisor . within the org and by ref to salary.
-The relationship with the enforcement authorities & internal relation with the staff.
-The quality of H&S policy and its effectiveness. This might be assess by reading policy documents and by audit
-The standard reactive monitoring data such as loss time indents etc. though these are fairly limited in the context of assessing safety culture
-Evidence of Commitment by Personnel at all Levels: Visible commitment can be demonstrated by management :
•Being seen and involved with the work and correcting deficiencies
•Matching their actions to their words.

(b)
Survey questionnaires : containing statment which require resposes indicating agreement or disagreement.
Appraisal interviews
Or Simply by observing the behaviour and commitment of the workforce.

(c)
-The industrial relations (IR) climate within the organisation. if this is good then achieving harmony and buy in will be fairly easy. If IR is poor then certain groups of workers may not engage with attepts to improve the culture and may even deliberately sabotage such attempts

• The confidence of the workforce in their management’s ability to control risks. If management have the trust of the workforce in this respect then workers are more likely to listen to and respond to improvement programmes
• Management commitment to H&S. is commitment is seen to be demonstrated, then those workers who support any improvement programmes have ammunition to win the argument. If management commitment does not exist or is not see to exist then those arguments will be lost.
• The resources and expertise devoted to H&S.lack of resource handicaps any improvement programme. Good resourcing and the presence of the right people in the right positions will allow the best chance of success
• Lack of leadership–people in organization need to see that people in management positions are showing clear leadership with regards to H&S. If no managers are clearly showing the leadership and indicating the way forward, then workers will not be able to make their own way. Clear leadership, demonstrated by clear decision making as the way forward, coupled with action will show others where to head.
• Company reorganization –change is unsettling for all people in an organization and during times of change people may lose their belief in the company and its aim andmeans. For example, a company downsizing and making workers redundant will struggle to secure worker commitment to a H&S policy that state that “ People are most valuable asset”.
• Poor communications –in the absence of clearly communicated policies and decision making, people will not be subject to the positive influence to their organization. They will be left to make their own minds up about how important H&S is. If communications are clear, then they will know what the organization is thinking and what the organization is doing to improve H&S. for example; notice boards, team briefings and management meeting minutes do not feature any H&S element.

Question 10

An organisation is due to have an external certification audit of its health and safety management system against a recognised standard. The information from the audit will be used in a formal review of health and safety performance.
(a)Outline the purpose of health and safety management system auditing.(4)
(b)Describethe in-house health and safety practitioner’s role in this external audit.(6)
(c)Outline the purpose of a health and safety management performance review. (2)
(d)
(i) Outline possible inputs to the health and safety management performance review.(6)
(ii)Outline possible outputs from the health and safety management performance review.(2)

Answer 10

(a)
The purpose is to assess the extent to which the elements of the system are still effective, and whether any action is necessary to avoid accidents and other losses. identifying strengths and weaknesses along with corrective actions, independent evidence gathering; They are intended to provide assurance of the safety management functions, including staffing, compliance with applicable regulations, levels of competency, and training

(b)
*The in-house health and safety practitioner has an important role to play in an external audit as a facilitator and co-ordinator. The practitioner is familiar with the organisation’s health and safety communication and information systems and is therefore well placed to ensure that suitable documentation is available for the external auditor. Similarly, the practitioner can organise interviews with appropriate responsible persons at all levels in the organisation and give briefings to key personnel if necessary. The in-house practitioner knows the workplace well and can advise on what observations are likely to be most productive in assessing control systems.

(c)
Identification of area where improvements are required, assessment of specific set of objectives, anlysis of accident and incident trends. then making decisions to remedy any deficiencies that have been identified.

(I)
A range of information is used as the basis of the review, including:
•Internal performance data, e.g. audit, accident, ill health and incident data, safety climate data.•Achievement of specific objectives.
•Organisational arrangements, including any changes.
•External standards and legislation.
•Expectations of stakeholders
(II)
Outputs from a Review ProcessThe review process leads to specific outputs which should lead to continuous improvement:
•Specific actions and improvement plans which meet the SMART criteria.
•New performance targets relating to both active and reactive measures (e.g. lost-time accidents).
•Reports to stakeholders, e.g. shareholders, employee groups, regulators.

Question 11

An organisation based in New Zealand operates from five separate sites. The organisation employs a total of 50 workers, full and part-time, and uses the services of contractors when necessary.Recommend how the organisation can consult effectively with workers across the five sites.

Answer 11

o Consultation with worker representatives

o Formal consulatation ion can be done directly with workers, Where consultation is direct, employers should provide the information that workers will require in order to participate fully in the consultations.

o Planned direct consultation at departmental meetings and Team briefings Less formal
-Workers’ safety and health committees and/or joint safety and health committees

o Establishment of safety committee membership shall be more consider since it reresent all work areas and shift and it allowed different uniions to work together as signle comittee).
consultation arrangement such as

o Consultation as part of accident / incident investigation

o Consultation as part of completion of risk assessments And other informal consultation
arrangements such as

o Day to day informal consultation by supervisors with employees at the workplace

o Tool box talk

o Discussion as a part of safety circles
or improvement groups

o Use of departmental meeting for ad-hoc consultation on safety issues

o Raising the subject of health and safety at staff appraisals

o Questionnaires and suggestion scheme

o E-mail and Web-based Forums

Question 12

High levels of violation of workplace rules by workers may be influenced by poor organisational safety culture.

(a) Givethe meaning of the term‘violation’.(2)
(b) Outline the classification of violation as‘routine’,‘situational’or‘exceptional’, as described in HSG48: Reducing error and influencing behaviour.(4)
(c) Outline why por organisational safety culture might lead to higher levels of violation by workers.(4)

Answer 12

(a)
Violations are a deliberate deviation from a rule or procedure, e.g. driving too fast or removing a guard from adangerous piece of machinery, both of which increase the risk of an accident. Health risks are also increased by rulebreaking, e.g. a worker who does not wear ear defenders in a noisy workplace increases their risk of occupational deafness.

(b)
Routine
A routine violation is the normal way of working within the work group and can be due to a number of
(sometimes overlapping) factors, including:
• Cutting corners to save time and/or energy – which may be due to:
– Awkward, uncomfortable or painful working posture.
– Excessively awkward, tiring or slow controls or equipment.
– Difficulty in getting in or out of maintenance or operating position (posture).
– Equipment or software that seems unduly slow to respond.
– High noise levels that prevent clear communication.
– Frequent false alarms from instrumentation.
– Instrumentation perceived to be unreliable.
– Procedures that are hard to read or out of date.
– Difficult to use or uncomfortable personal protective equipment.
– Unpleasant working environments (dust, fumes, extreme heat/cold, etc.).
– Inappropriate reward/incentive schemes.
– Work overload/lack of resources.
• Perception that rules are too restrictive, impractical or unnecessary (particularly where there has been a
lack of consultation in the drawing up of the rules).
• Belief that the rules no longer apply.
• Lack of enforcement of the rules (e.g. through lack of supervision/monitoring/management
commitment). In certain cases the violation may even be sanctioned by management “turning a blind eye”
in order to get the job done (related to cutting corners, see above).
• New workers starting a job where routine violations are the norm and not realising that this is the incorrect
way of working. This in itself may be due to culture/peer pressure or a lack of training.

Situational
Situational violations are where the rules are broken due to pressures from the job such as:
• Time pressure.
• Insufficient staff for the workload.
• The right equipment not being available.
• Extreme weather conditions.
Risk assessments should help to identify the potential for such violations as will good two-way
communications

Exceptional
Exceptional violations rarely happen and only occur when something has gone wrong. To solve a problem,
employees believe that a rule has to be broken. It is falsely believed that the benefits outweigh the risks.
Means of reducing such violations could include:
• Training for dealing with abnormal situations.
• Risk assessments to take into account such violations.
• Reduction of time pressures on staff to act quickly in new situations.

c)
-Safety rules violation can be encouraged when productivity take preccedence over safety, in way that workers who work the quickest are rewarded and recognized, or when there’s time pressure, such enviroment is developped in organisation with a poor safety culture.

-Safety rules not being enforced as a result of lack supervision and management commitment,… and that is often common where there’s poor safety culture and In certain cases management tends to look the other way when the violation should be sanctioned instead, thereby violation become a routine.

-A poor safety culture will tolerate indifferent and even dangerous behaviour which will inevitably become the norm so that
even workers well aware of unsafe practices will tolerate poor practices and end up committing violation.

• Where there’s lack of consultation and involment of workers in the development process of safety rules that will renders the rules unpractical, restrctive, unecerssay and the accumlation of those factors will lead to worker cuting corner and violating the rules.
• Often poor culture results in lack of manpower, resources to ensure the job is performed safetly creats tension employee that they feel forced to break due to pressure.

Question 13

(a) In a binding contractual agreement, give the meaning of:
(i) express terms;(2)
(ii) implied terms.(3)
(b) In a new contract of employment, outline the health and safety information that should be stated in the contract terms.(5)

Answer 13

(a)
express terms: Express terms are stated by the parties during negotiation, or written into a contractual document so it is
clear what is required of each party

implied terms: Implied terms are not explicitly stated in the contract, but are implied by custom, statute or by the courts.
For example, in the sale of goods an implied term is that the seller has the right to sell the goods and that
in business sales the goods are of satisfactory quality and are fit for purpose.

(b)
-The employer will take reasonable care to ensure the health and safety of the employee( safe
means of access and egress to the site)
• Responsibilities of contractor to provide safe working environment
• To provide safe plants and equipments tested and examined in accordance with
any legal requirements
• To provide adequate welfare facilities for the workforce
• Procedures for dealing with any emergency that might occur.
• To ensure the employees were given relevant information, instructions and training
and were properly supervised
-The employee is required to carry out his or her work with reasonable care and skill and to co-operate. A breach of contract, such as not adhering to the safety rules may constitute a breach of contract resulting in the employer dismissing the employee.

Question 14

Accidents and incidents disrupt an organisation’s normal operations, adding to the organisation’s operating costs.

(a) Outline potential sources of financial loss arising from accidents and incidents.
(b) Outline benefits to the organisation of effective health and safety management.

Answer 14

(a)
-sick pay, repairs to damaged equipment,
fines, and legal fees.
-Productivity costs including:
-net lost income, taking into account of loss of output and earnings due to absence from work, and offsetting transfers from one party to another, e.g. benefits payments are a cost to Government, but an equal and opposite offsetting benefit to individuals;
-production costs, such as cost of recruitment and work reorganisation, Time to hire or train a worker to replace the injured worker until they return to work.
-Cost of completing paperwork generated by the accident. and legal cost such as costs of administering benefits claims.
-The cost of Employer’s Liability Compulsory Insurance, less compensation payouts to individuals
-Cleanup and startup of operations interrupted by an accident, repair cost
(b)
• Better health and safety performance, which will reduce the costs from accidents and incidents.
• Greater awareness of legal requirements, which will reduce the chances of committing an offence.
• Improved relations and morale as employees see that their health and safety is being looked after.
• Improved image and positive public relations from a publicly responsible attitude towards employees.
• Greater business efficiency which will reduce costs.
• Reduced insurance premiums, by demonstrating more effective risk control.
• Greater confidence from banks and investors by showing more effective risk management systems
• as reduced costs linked to reduced risks, and less absence and turnover of staff

Question 15

For a range of internal information sources:

(a) outline how EACH source contributes to risk assessment;(7)
(b) outline the limitations of these information sources.(3)

Answer 15

•Incident: Accident, Near-miss Reports, Ill-health data / Investigation Reports:these reports are useful information as they clearly identify hazards that either have or had potential to cause injury / ill health.These data are useful during the risk assessment as they help in the evaluation of likelihood and severity of injury and hence contributing to estimate the degree of risk involved;

•Information on accidents, incidents and ill health can be used as an aid to risk assessment, helping to develop solutions to potential risks.
limitation

• Proactive Monitoringdata such as Inspection reports –may be useful in identifying the easily observed hazardous conditions in the work place and also common type of control failures. This process not only aids the hazard identification process but also influence risk assessment; the effectiveness of various control options can be better estimated based on current controls
• Audit reports may be useful in similar way; in identifying hazards that have been overlooked and identifying the effectiveness / reliability of existing control measures.
• MaintenanceRecords –may be useful in determining the effectiveness of particular control in the work place, such as automatic warning system, guards, PPEs etc.

limitation:

• provides only a prediction, rather than a determinant for the future.
• The possibility of under reporting;
• The fact that though there are few accidents, this may not be as a result of an effective health and safety management system and additionally, in a low risk business, few accidents are not always an indicator of effective control while in a business where the risks are high, a large number of accidents may not always indicate an ineffective management system;
• Internal information is obviously very relevant to risk assessments. However, the absence of accidents is not a very good indication that all is well. Can you think why this is so?Accidents should be rare occurrences. Quite often there is a large element of chance involved in the severity of an accident. Near misses, which are usually a much larger figure, are a better indicator of risk
• the data/value of the data dependce on the competency of the auditor/inspector/investigator
• Absence record some people take 1 week for finger cut some other people still work even when they’ve bone crack

Question 16

An organisation operating in the oil and gas sector employed 5 000
people in 2017. The number of workers has reduced to 4 000 in 2018
and 3 000 in 2019. The table below shows the accident history of the
organisation over the past 3 years.
(table is matrix)

(a) Calculate the accident frequency rate for EACH of the years. (6)
Show your calculations at EACH step.
(b) Comment on why the organisation should be concerned about
the accident frequency rate. (2)
(c) Human reliability can impact on accident rates.
Outline ways in which:
(i) organisational factors can contribute to improving human
reliability; (6)
(ii) job factors can contribute to improving human reliability. (6)

Answer 16

(b)
it may appears that the organization number of accident is constant but in fact the trend is rising against a reducing a workforce and in reality the actual performance is getting worse therefore the table shall not show the raw accident data instead the accident frequency rate for a better understanding. as shown in this example the actual perfromances was revealed only after the calculation and the impression was given initially was wrong.

(c)
Job factors:
o Allowing Appropriate rest breaks
o Introduction of task analysis for the critical task in order to break the task into steps, Each step can be examined in detail to try to identify where human error might occur.
o The design of work patterns
o Shift organisation to minimise stress and fatigue shift workers need adequate rest beween shift as well as regular rest days “ recharge their batteries”.
o The use of job rotation to counter monotony and boredom and maintain some form of interest
o Usage of sufficient number of personnel to avoid constant time pressures, and excessive work load.
o complext (calculations, decisions or diagnose)task to be broken down into simpler units to give greater clarity

Organisation factors:

o Employee selection: recruiting the right worker for the job is an important measure. For example a worker with high IQ on a monotonous job is likely to bend and break the rules to relieve the monotony.
oSupervision: The provision of adequate level of supervision. It is vital that workers are

o supervised to an adequate level in the workplace so that non-compliance and errors are detected and corrected early. This prevents bad habits from forming and sends a clear message to the workers: rule breaking will not be tolerated.

o Demonstrable Management commitment -without strong leadership workers will not feel motivated to behave correctly.

o Development of a positive health and safety culture through:

• Introduction of effective health and safety management system , policy should consider the human factor as a disting element whch must be recognized Human error is significantly reduced by providing proper, timely feedback to the individual or group.
• maximising employees’ involvement in health and safety issues. this can be achieved by thier involvment in the development process of the managment system.
• Ensuring effective arrangements for employees’ consultation.
• The introduction of procedures for change management.

o The introduction of good communication arrangements between individuals, shifts and groups, so that workers feel engaged in the decision making process in the workplace and therefore feel a greater level of commitment to work.

Question 17

A worker was on an elevated working platform when it was struck by a
contractor’s vehicle. The platform overturned, the worker fell and was
seriously injured. An initial report recommends further investigation.
(a) Outline why the accident should be investigated. (4)
(b) Outline steps that should be followed when investigating the
accident. (10)
(c) Outline the benefits of conducting an accident investigation. (6)

Answer 17

(1)

a) To identify the causes of the accident ( immediate & root causes ) in order to prevent
a) gathering data for the purposes of accident costing and subsequent analysis. To provide useful information for the costing of accidents and for identifying trends
b) For Identifications of corrective actions necessary to prevent recurrence
e) To collect information and evidence that may be needed in the event of a civil claim,
c) To determine compliance with relevant legislation

(2)
-Team selection:
• setting up the investigation team; the investigation has no value unless the right set of comeptency has been selected.
-Gathering data process:
• To preserve the incident seen untill all the information and evidnces are gathered.
• Photographs, sketches and measurements may be taken before the scene of the accident is disturbed to create a refrence or an image of the incident scene right before the incident,Examining and retaining any available CCTV Footage
• Checking the condition of the care and its speed at the time of the incident (the brakes are functioning, and even the driver was authorised to use the care. has car driver exceeded the speed limit .
- Assessing the competence of both car driver, elevated working platform operator and examining the workplace to determine any contributing environmental factors such as the condition of the floor and the standard of lighting and interviewing relevant witnesses including the injured person if possible.
• find out if the area around the working platform was adequately barricaded at the time of the incident . why the vehicles was allowed to move nearby the elavated working platform.
• Documentation review , to check JSA releated to the task (working on elevated platform ) if control measure to protect elevated platfor against traffic movement are covered or not, if yes was covered. Pre-job briefing sheet should be checked to see whether the workgroup raised the hazards related with traffic movement and disscussed JSA requirement or not.inspections records and so on.
• Questions should be raised who was responsible and why the control measures were not implemented by the responsible person. was there a suprvisor.
•When all the information has been gathered
Identifying Risk Control Measures
- It would need to be analysed to establish the immediate and underlying causes of the accident and a decision made on the measures to be put in place to control similar risks.
The Action Plan and its Implementation
- the action to be taken should be prioritised with responsibilities clearly identified and periodic reviews carried out to assess progress with the completion of the work.

(3):
(d) To demonstrate management commitment to H&S and to restore employee morale,The improvement in workers morale and the general attitudes to the health and safety mainly if they have involved in the investigations;
To improving the management skills to improve the health and safety performance everywhere in the organisation
(f) The prevention of the business losses because of disruption immediately after the event, loss of the production, the loss
of business through the lowering of reputation or the inability to deliver and the costs of the criminal and legal actions;
mitigation of legal actions, The fact that thorough investigation was carried out and the remedial action taken would demonstrate to the court that the company has the positive attitude to the health and safety. The investigation will also provide the essential information for the insurers in the event of an employer’s liability or the other claim
(g) To identify the need to review risk assessments and safe system of work.

Question 18

(a) Explain the objectives of:
(i) active health and safety monitoring; (5)
(ii) reactive health and safety monitoring. (4)
(b) Outline a range of active health and safety monitoring methods. (5)
(c) Outline examples of reactive performance data that could be
used to benchmark health and safety performance. (6)

Answer 18

(i)
The objectives of active health and safety monitoring are as follows:
• To identify risks of accidents, injuries, ill health and loss.
• To give an overview of the strategies currently in place to control risk.
• To provide information on how the risk control systems operate in practice.
• To ensure that appropriate health and safety systems and procedures are in place.
• To enable action to be taken before things go wrong.
(ii)
The objectives of reactive health and safety monitoring are as follows:
• To measure historic performance by looking at events that have occurred.
• To identify the consequences of loss events and the cause of failure.
• To establish what systems and procedures should be put in place to prevent a recurrence.
• To provides data which may be used to assess and compare trends over time.
Both active and reactive monitoring can be used:
• To measure legal compliance or non-compliance
• To provide a basis for continual improvement which:
–Demonstrates commitment on the part of management.
–Improves the morale of the workforce.
(b)
Active health and safety monitoring methods include:
• Safety inspections – systematic observation of the workplace looking for hazards or non-compliance with legislation.
• Safety surveys – detailed examination of a particular safety topic.
• Audits – in-depth, systematic, critical investigation of the health and safety management system.
• Sampling – systematic recording of hazard situations observed during inspections made along predetermined routes in a factory or on a site.
• Environmental monitoring – comparison of measured levels of environmental agents against statutory hygiene standards.
• Health surveillance – to identify any early signs of work-related ill health and enable action to be taken to prevent further harm and control health risks.
• Benchmarking – compare the performance of an organisation with others to determine the differences and similarities. Refer two 2018 A

Question 19

(a)
(i) Outline why multi-causality theories are used in accident investigation. (2)
(ii) Outline possible limitations of multi-causality theories in accident investigation. (2)
(b) Explain why accident data should be recorded by an
organisation. (6)

Answer 19

multi-causality theories were used in accident investigations, There may be more than one cause of an accident, not only in sequence, but occurring at the same time, also can be used to show causal links and identification of root causes.

Multiple causation - May be more use than one underlying cause; Not only if happens in sequence; Thorough accident investigation requires all cause to be identified; Look at all factors including culture, management; Failings usually interact with each other causing incident, can be major.

Benefits
- Thorough accident investigation; Identification of all underlying causes including effects of managers and management systems; Encourages the use of a more systematic accident analysis such as fault tree analysis .

Limitations:
- complex process specialist skills required, requires more time & resources to identify the full causation; practical difficulties in reaching a decision on the extent of an investigation.

b) legal requirements: All employers are required to keep an accident data on premises to record accident to satisfy legal requirement ex. The basic requirements of P155 are that national governments should ensure that employers:record and maintain.

You legally must record an accident when it

• results in an employee not being able to work for three days or more
• is a reportable incident, injury, disease or dangerous occurrence (RIDDOR).

Information on accidents, incidents and ill health can be used as an aid to risk assessment, helping to develop solutions to potential risks. Records also help to prevent injuries and ill health, and control costs from accidental loss.

The accident data can also help in cases where the injured person decides to pursue compensation, or when the company is being investigated for potentially breaching health and safety regulations.

trend analysis to measure the safety performance.

Accident should provide the following useful inform

• The relative importance of the various injury and damage sources.
• The conditions, processes, machines and activities that cause the injuries/damage.
• The extent of repetition of each type of injury or accident in each operation.
• Accident repeaters, i.e. those workers who tend to be repeatedly injured, or are involved in more accidents.
• How to prevent similar accidents in the future.

Question 20

You are the health and safety manager attending an annual senior
management meeting, where health and safety performance and
objectives are being reviewed.

(a) Outline what should be considered when setting health and
safety performance objectives. (10)

(b) Outline what should be considered when reviewing health and
safety performance. (10)

Answer 20

(a)
First thing to consider, is that we need to set objective in terms of things that can be measured, we have to consider performance standards and indicator

a useful acronym to remember when setting objectives is SMART.

Secondly, legal requirements and other compliance obligations,i.e there are legal standards for chemical contaminants and dust levels, and for noise. The safety objective could be set lower than this standard.

Objectives should be appropriate to the organization size, the nature of activities and the hazards, risks and condition in which it operates.

ISO 45001 suggests that when setting objectives consideration will need to be given to resource requirements, responsibilities for meeting objectives and what actions are required to integrate into the business processes to achieve the objectives.

The availabe HSE resources,when setting objective consideration should given to the fianancial situation , technological option

The safety committe’s conncerns and input shall be consider.

Outcomes from previous performance monitoring and management reviews, to have a better understanding on what could be improved so to establish an adequate objective.

B) 
Internal performance data :
•Audit results can benficiel to assess the extent to which the elements of the systems are still effective, and the actions required.
•Sinckness absence and ill-health data
-safety climate data.
• Achievement of specific objectives.
• Organisational arrangements, including any changes.
• External standards and legislation.
• Expectations of stakeholders.
•organisational claims history
•results of consultation.

secondly, the outputs from review process:
• Specific actions and improvement plans which meet the SMART criteria.
• New performance targets relating to both active and reactive measures (e.g. lost-time accidents).
• Reports to stakeholders, e.g. shareholders, employee groups, regulators.

Question 21

Outline what should be considered when developing a worker consultation programme. (10)

Answer 21

-health and safety leadership, plays and essential role in promoting participation and engagmat of workfoc, hence, a good enivorment will be created to ensure the program is operating smoothly.
-The legal requirments covering the work consultation program shall be consider in development process which can include the follwoing items:
• providing information
• instruction
• training
engaging in consultation with employees, and especially trade unions where they are recognised
-Feedback arrangement from managment on the status of the actions agreed on is essential to display commitment and encourage employee to participate mrore.
-Structure of the business, size and location of the workforce , buisness size is important to consider for the fact that smaller businesses tend to have simpler, less formal systems in place such face to face disscuision, tbt, periodic meeting, larger org are likely require to have some form of formal system of consultation, the infomal mighty be pressent as well.

• The patterns of the work environment; such daynamic situation where the working environment changes regulalry , and when is the appropriate time to ensure consultation are don’t on good time.
• The results of the health and safety culture assessment, the consultation program cannot be implemented, if the health and safety culture is poor.

Question 22

An organization has recently acquired a new business, Push and Pull Pumps (PPP). PPP is an old established business that manufactures pumps used in the oil and gas industry and employs around 75 workers.

Over the last 25 years, there has been little investment in the organization and most of the workers have been employed there for over 10 years.

The acquiring organization is part of a large multinational organization with accredited health and safety management systems.

(a) Describe indicators of a negative health and safety culture that could be present in PPP. (8)
(b) Outline how the acquiring organization could ascertain the state of the health and safety culture in PPP. (6)
(c) Outline how the culture in PPP could be positively influenced by the acquiring organization. (6)

Answer 22

(a)
- The wearing of PPE , poor PPE compliance escepcially by supervisors/managers (role model) their compliance has the most negative impact on the overall compliance. employee unwillingless to comply with minimum PPE requirement.
- Housekeeping the most expedient diagnostic tool. It is the most visible sign or marker of your Culture of Safety. Poor housekeeping is a
- the absence warning notices throughout the premises is visable objective indication of a negative health and safety culture.
- bad relationship between employees creates conflict withing work-group which eventually leads to incidents, therefore, relationship is an essential indicator of the health and safety culture.
- Widespread, routine procedural violations is another symptom of negative health and safety culture.
- Statements made by employees, e.g. “ my manager does not care “ is subjective indicator that is perceiev the structure, roles, authority of the organizations.
- No Balance between safety and profitability-Profitability is the only concern in the organisation. Health and safety is seen as a cost, and the only priority is to avoid extra costs.
- Under-reporting of accidents and incidents.
- Poor communication of safety issues with the workforce-Management is not interested except to tell workers not to complain or cause problems

(b)
- REVIEW DOCUMENTATION, PROGRAMS AND POLICIES: past programs, initiatives and previous audits, effectiveness of communication channels, safety committee(s), incident investigation process, incentives and rewards and recognition programs.
- A CUSTOMIZED SAFETY PERCEPTION SURVEY: these survey can identify underlying anxieties and problems which would be difficult to identify by any other means.
- CONDUCT GROUP & INDIVIDUAL INTERVIEWS: this requires interviewing a suitably representative sample of people from all levels.
- Findings of Accident/Incident Investigations is useful tool to ascertain HSC when the underlying cause is identified as “lack of care… “
- Inspections of workplace is another useful tool to gather evidence about a company’s culture.
- observation : to generate an overview of typical artefact of an organizations.

(c)
-Management Commitment and Leadership: the most important thing is ‘leading by example’, It is important to ensure that management behaviour is positive in order to produce positive results and a positive culture.
-High Business Profile to Health and Safety : A positive health and safety culture can be promoted by including safety in all business documents and meetings. All newsletters, minutes of meetings, notices, advertisements, with respect to meetings, it could be an opportunity for any safety concerns to be raised. If safety is seen as an integral part of the business then the profile of safety will be raised.
-Provision of Information: It is really important to provide information about health and safety matters in the form of posters, leaflets, or in staff newsletters.
-Involvement and Consultation; It is vital to involve staff members in health and safety matters. Areas in which staff representatives or health and safety representatives can be actively involved include:
•Risk assessments.
•Workplace inspections.
•Accident investigations.
•Safety committee meetings.
The fact that they or their colleagues have been involved in health and safety matters encourages respect for safety rules and improves attitudes towards safety. These values all help to produce a more positive safety culture within the organisation
-Training: training also makes individuals feel valued and is an important part of their personal growth and achievement. Workers who receive training are more likely to be motivated and take newly-learnt skills or ideas back to the workplace.
-Promotion of Ownership: simply talking to people and asking their opinion or their thoughts on a health and safety problem can encourage them to think about health and safety and what they can do to improve it.
-Setting and Meeting Targets: Setting achievable safety targets for individuals or teams can have a positive effect on a safety culture. Usually there will be an incentive, perhaps a bonus, linked to performance-related pay or an award or prize.

Question 23

(a) Outline the role of the International Labour Organisation (ILO) in a global health and safety setting. (2)
(d) Describe what is meant by the term ‘self-regulation’. (5)

Answer 23

(a)
The ILO is the only “tripartite” United Nations agency in that it brings together representatives of governments, employers and workers to jointly shape policies and programmes. The ILO is the global body responsible for drawing up and overseeing international labour standards

The ILO has adopted more than 180 ILO conventions and 190 recommendations(which are the expressed form of international labour standards) covering all aspects of the world of work. Nearly half of all ILO standards are concerned with health and safety matters.

(d)
Self regulqtion is the process whereby an orginisation set and maintain its own standards without whcih will leads to voluntarily accepted rules,

The UK agency the Health and Safety Executive defined self-regulation as “the purposeful creation and maintenance of standards of health and safety and the accordance of priorities commensurate with the risks generated by the activities of the organisation”.

Self regulation isn’t an option to not comply with statuory requirements, in fact there’s goal-setting legislation such as HSWA 1974, encourages self regulation, The Act sets out a broad objective, but does not prescribe how it will be achieved. It is for the duty holder (in this case the employer) to decide what is reasonably practicable.

Self regulated organisation can still be signed up to a formal structure eg ISO, ILO SMS, a sanction of removal of certification for non-compliance

Question 24

For a range of external information sources outline how each source contributes to hazard identification or risk assessment.

Answer 24

External source of information that might prove useful during the risk assessment process would include:

National Governmental enforcement agencies such as UK’s HSE, USA’s OSHA, Western Australia’s WorkSafe. These all produce legal and best practices Guidance.

These organization also produced statistics such as accident and ill-health data which again assist with the identification of hazards and the probability of their associated risk;

International bodies – such as the
International Labour organization, the world health organization, the European Agency for Safety and Health (EU OSHA)

Professional bodies such as IOSH, IIRSM
Trade Unions / Trade associates – they produce information on safety and health matters,
especially the awareness for compensation among the workers.

Insurance companies – set the level of premiums and need the data to calculate the probable
risks of any venture. The average risks involved in most activities can be found in the
insurance tables. Since the risk manager is involved in managing risks, these tables will be
extremely useful.

Finally, information can be obtained from manufacturers/suppliers which can indicate the extent of hazards and relevant control option that might be necessary for example MSDS from
chemical suppliers provide essential information on the chemical nature of hazardous substances and necessary control measures.

Similarly, the noise and vibration magnitude data from a machinery supplier can give an insight into the potential noise or vibration exposure and the subsequent exposure controls necessary