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NEBOSH DIPLOMA UNIT A > A1 PRINCIPLES OF HEALTH AND SAFETY MANAGEMENT > Flashcards

A1 PRINCIPLES OF HEALTH AND SAFETY MANAGEMENT Flashcards

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1
Q

A1.1 REASONS FOR THE EFFECTIVE MANAGEMENT OF H&S

MORAL REASONS - Give example

A
  • DUTY OF RESONABLE CARE
  • UNACCEPTABILITY OF PUTTING H&S OF PEOPLE AT RISK
  • SOCIETYS ATTITUDE TO MORAL OBLIGATIONS
  • NATIONAL ACCIDENT/INCIDENT AND ILL-HEALTH STATISTICS
  • HIGHGER - RISK INDUSTRIES
  • EFFECT OF SIZE OF ORGANISATION ON ACCIDENT/INCIDENT RATES
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2
Q

A1.1 REASONS FOR THE EFFECTIVE MANAGEMENT OF H&S

LEGAL REASONS - Give example

A
  • PREVENTATIVE BY ENFORCEMENT NOTICES
  • PUNITVE THROUGH CRIMINAL SANCTIONS
  • COMPENSATORY EFFECTS OF LAW
  • PRINCIPLE OF SELF REGULATION (Robens Report - advocated a goal-based approach to H&S regulation
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3
Q

A1.1 REASONS FOR THE EFFECTIVE MANAGEMENT OF H&S

ECONOMIC REASONS - Give example

A

-COSTS ASSOCIATED WITH ACCIDENT/INCIDENT & ILL HEALTH AND THEIR IMPACT ON SOCIETY AND ON ORGANISATIONS
-INSURANCE AND UN INSURED COSTS
-THE FINANCIAL BENEFITS OF EFFECTIVE HEALTH AND SAFETY MANAGEMENT
insured costs = injury ,ill health and damage
uninsured costs - lost time, extra wages, overtime costs, sick pay, fines, legal costs, damage to plant, cleaning, excess on insurance, loss of reputation

  • Opportunity costs
  • labour cost
  • Investigation time
  • First aid kit replacement
  • recovering work/production
  • salary costs of injured
  • recruitment costs
  • lost order
  • compensation claims increase insurance
  • fines
  • solicitors fees
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4
Q

A1.2 SOCIETAL FACTORS WHICH INFLUENCE H&S STANDARDS & PRIORITIES

A
  • ECONOMIC CLIMATE - accident incident rates fall during period of reduced economic activity, Corner cutting,
  • GOVERNMEMT POLICY & INITIATIVES EG WORKING FOR A HEALTHIER TOMORROW - securing health together SH2, Fit for work, fit for life, fit for tomorrow
  • INDUSTRY/BUSINESS RISK PROFILE - high injury risk agriculture, transport and construction & high ill health rate, social workers & public admin.
  • GLOBALISATION OF BUSINESS - Profit is the driving force in business but some companies look for loop holes for commercial advantage (lower costs) Manufacturing outsources to Asia (wages low, H&S non existent)
  • MIGRANT WORKERS (illegal worker number not known think cockle pickers) many companies don’t address how non English speaking workers were informed, instructed or trained in H&S. Migrants tend to work in high risk sectors, they want to earn money fast and go home adding to their risk factor
  • NATIONAL LEVEL OF SICKNESS ABSENCE back pain, stress acute medical problems, rates vary by gender, occupation and sector. Being employed can help a person health and wellbeing
  • INCAPACITY - government targets to help people get back into work
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5
Q

A1.2 PRINCIPLES OF CORPORTATE SOCIAL RESPONSIBILITY

A

“the commitment of a business to contribute to sustainable economic development, working with employees, their families, the local community and society at large to improve their quality of life (think Cadbury’s)
the relationship between business and socity

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6
Q

A1.3 MEANING OF HAZARD

A

HAZARD

  • (HSG62 2v) Something with the potential to cause harm (including ill-health and injury, damage to property, plant products or the environment or production looses or increased liabilities or
  • (source of) danger

Hazards are often classified as Physical, Chemical or Biological, however there may be more useful classifications which can be applied in varying situations.

electricity, trailing cable, working at height
something that has the potential to cause harm (loss)

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7
Q

A1.3 MEANING OF RISK

A

RISK – Likelihood that a hazard will cause harm and the severity of harm expected

Electrocution, tripping
Likelihood v severity

the likelihood of potential harm from a hazard being realised.

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8
Q

A1.3 MEANING OF DANGER

A

DANGER – A unquantified risk or liability or exposure to harm, risk or peril

imminent contact with a hazard

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9
Q

A1.3 LEGAL REQUIREMENTS RELATING TO HEALTH AND SAFETY POLICIES AND ARRANGEMENTS

A

1 Statement of intent
2 organisation
3 arrangements

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10
Q

A1.3 KEY ELEMENTS OF AN EFFECTIVE HEALTH AND SAFETY MANAGEMENT SYSTEM

A 
plan
do
check
act
through HSG65 or OHSAS18001
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11
Q

A1.3 STRUCTURE OF AN CONTENT OF HSG65

A

1

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12
Q

A1.3 STRUCTURE OF AN CONTENT OF BS OHSAS 8001

A

1

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13
Q

A1.3 PRINCIPLES OF QUALITY MANAGEMENT SYSTEM BS EN ISO 9001

A

1

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14
Q

A1.3 PRINCIPLES OF QUALITY MANAGEMENT SYSTEM BS EN ISO 14001

A

1

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15
Q

A1.3 BENEFITS OF INTERGRATION OF QUALITY, ENVIRONMENTAL AND H&S MANAGEMENT SYSTEMS

A

1

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16
Q

A1.3 LIMITATIONS OF INTERGRATION OF QUALITY, ENVIRONMENTAL AND H&S MANAGEMENT SYSTEMS

A

1

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17
Q

A1.3 INFLUENCE OF THE FINANCIAL REPORTING COUNCIL ON INTERNAL CONTROL (TURNBULL GUIDANCE) ON H&s MANAGEMENT

A

1

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18
Q

A1.3 PRINCIPLES OD THE HSE/IOD GUIDELINES ‘LEADING HEALTH & SAFETY AT WORK

A

1

19
Q

A1.4 THE ROLE OF H&S PRACTITIONERS IN THE DESIGN, IMPLEMENTAITN, EVALUATION AND MAINTENANCE OF H&S MANAGEMENT SYSTEMS

A

1

20
Q

A1.4 INFLUENCING OWENERSHIP

A

1

21
Q

A1.4 MEANING OF COMPETENCE & REQUIREMENTS FOR CPD

A

1

22
Q

A1.4 EVALUATE AND DEVELOP PLUS NEED TO CONSULT WITH OTHERS

A

1

23
Q

A1.4 MEANING OF THE TERM ETHICS

A

1

24
Q

A1.4 PRACTICABLE APPLICATION OF ETHICAL PRINCIPLES (HONESTY, RESPECT, INTEGRITY)

A

1

25
Q

A1.4 DEALING WITH CONFLICTS OF INTREST

A

Refers to occasions where using professional judgment may lead to problems in securing future of continuing employment or contracts
IOSH code requires members to seek to avoid being influenced by any conflict of interest and to inform their employer.

26
Q

Define Health

A

The physical condition of both body and mind of all people in the workplace (employees, contractors and visitors) and their protection from harm in the form of injury or disease.

27
Q

Define Safety

A

Relates to the conditions at the workplace and applies to the persuit of a state where the risk of harm has been eliminated or reduced to an acceptable level.

28
Q

Define Welfare

A

Relates to the general well being of primarily employees. Promotion of conditions that help to provide for their needs in respect of:
1 - Health
2 - Comfort
3 - Social and personal well being.
Not a specific concern of H&S but H&S measures may help to promote it.

29
Q

Define Environmental Protection

A

1) The workplace general conditions in the immediate vicinity e.g. Lighting, noise, heat etc.
2) External environment. Pollution or damage, due to workplace activities, of air, land, water and living creatures.

30
Q

Give example of how societal expectations can result in higher standards of H&S.

A

Media ensures best practice is known by everyone and establishes a norm that people expect.

31
Q

Give direct costs from a workplace accident.

A
  1. Damaged product.
  2. First aid and treatment costs.
  3. Repair or replacement of damaged equipment.
  4. Worker sick pay.
  5. Production downtime.
  6. Overtime.
32
Q

Give indirect costs following a workplace accident.

A
  1. Low worker morale.
  2. Damaged business reputation.
  3. High staff turnover and associated recruitment costs.
33
Q

What are the aims of Health and safety policy?

A
  1. Legal compliance
  2. Meeting the requirement of management system standards
  3. Clear communication
  4. Continuous improvement
34
Q

Explain why it is important for an organization to set targets in terms of its health and safety performance

A

It is important for an organization to set targets for health and safety performance to demonstrate management commitment to improve health and safety performance. Targets also motivate the workforce by providing tangible goals. As well, targets offer evidence during the monitoring, review and audit phases of the management system, and a good health and safety policy should be improving performance

35
Q

Outline SIX types of target that an organization might typically set in relation to health and safety

A

SIX types of targets that an organization might typically set for H&S are:

  • Specific reduction in the number of accidents, incidents and cases of work-related ill-health.
  • Specific increase in the number of employees trained in health and safety.
  • An increase in the reporting of minor incidents and near-miss incidents.
  • Specific improvement in health and safety audit scores.
  • The achievement of a nationally recognized health and safety management standard such as OHSAS 18001.
  • No enforcement notices from the Enforcement Agency.
  • Reduction in the level of sickness absences.
36
Q

Plan (HSG65)

A
  • think about where you are now and where you need to be
  • say what you want to achieve, who will responsible for what, how you will achieve your aims, and how you will measure your success
  • decide how you will measure performance (active as well as reactive)
  • consider fire and other emergencies
  • Plan for changes and identify specific legal requirements
37
Q

Do (HSG65)

A

Identify your risk profile - assess the risks, identify what could cause harm, who would be harmed and how the risk will be managed
Organise your activities to deliver your plan - involve workers and communicate, develop positive attitudes and behaviours. Provide adequate resources
Implement your plan - decide on preventative and protective measures, provide the right tools and equipment, train and instruct and supervise

38
Q

Check (HSG65)

A

Measure your performance - make sure the plan has been implemented, assess how well the risks are being controlled (Safety audits)

Investigate the causes of accidents, incidents and near misses

39
Q

Act (HSG65)

A

Review your performance - learn from accidents & incidents, ill-health data, errors and relevant experience, including from other organisations
Take action on lessons learned

40
Q

Outline the part that EACH element of the HSG65 model plays within the health and safety management system

A

Effective health and safety POLICIES set a clear direction for the organisation to follow. They contribute to all aspects of business performance as part of a demonstrable commitment to continuous improvement. Responsibilities to people and the environment are met in ways which fulfil the spirit and letter of the law. Stakeholders’ expectations in the activity (whether they are shareholders, employees, or their representatives, customers or society at large) are satisfied. There are cost-effective approaches to preserving and developing physical and human resources, which reduce financial losses and liabilities.
ORGANISING - an effective management structure and arrangements are in place for delivering the policy. All staff are motivated and empowered to work safely and to protect their long-term health, not simply to avoid accidents. The arrangements are:
- underpinned by effective staff involvement and participation; and
- sustained by effective communication and the promotion of competence which allows all employees and their representatives to make a responsible and informed contribution to the health and safety effort.
There is a shared common understanding of the organisation’s vision, values and beliefs. A positive health and safety culture is fostered by the visible and active leadership of senior managers.
PLANNING
There is a planned and systematic approach to implementing the health and safety policy through an effective health and safety management system. The aim is to minimise risks. Risk assessment methods are used to decide on priorities and to set objectives for eliminating hazards and reducing risks. Wherever possible, risks are eliminated through selection and design of facilities, equipment and processes. If risks cannot be eliminated, they are minimised by the use of physical controls or, as a last resort, through systems of work and personal protective equipment. Performance standards are established and used for measuring achievement. Specific actions to promote a positive health and safety culture are identified.
MEASURING PERFORMANCE
Performance is measured against agreed standards to reveal when and where improvement is needed. Active self-monitoring reveals how effectively the health and safety management system is functioning. This looks at both hardware(premises, plant and substances) and software (people, procedures and systems) including individual behaviour and performance. If controls fail, reactive monitoring discovers why by investigating accidents, ill health or incidents which could cause harm or loss. The objectives of active and reactive monitoring are:
- to determine the immediate causes of sub-standard performance; and
- to identify the underlying causes and the implications for the design and operation of the health and safety management system.
Longer-term objectives are also monitored
AUDITING AND REVIEWING PERFORMANCE
The organisation learns from all relevant experience and applies the lessons. There is a systematic review of performance based on data from monitoring and from independent audits of the whole health and safety management system. These form the basis of self-regulation and of complying with relevant law provisions. There is a strong commitment to continuous improvement involving the constant development of policies, systems and techniques of risk control. Performance is assessed by:
- internal reference to key performance indicators; and
- external comparison with the performance of business competitors and best practice, irrespective of employment sector.
Performance is also often recorded in annual reports.

41
Q

A1.2 PRINCIPLES OF CORPORTATE SOCIAL RESPONSIBILITY

What is the standard for socially responsible employment

A

SA8000

Nine key areas:

  1. Child Labour - no one under 15/14
  2. Forces Labour - debt or identity papers
  3. H&S - preven injuries, training, detect threats
  4. Freedom of association and collective bargaining- allowed to join unions
  5. Dircimination
  6. Disciplne - no corporal punichment or abuse
  7. Working Hours - 48 hours per week
  8. Compensation - meet legal standard
  9. Management systems - go beyond compliance
42
Q

A1.2 PRINCIPLES OF CORPORTATE SOCIAL RESPONSIBILITY

What was developed to assist Sustainable development

A 
ISO 26000
Core issues
1. organisational governance
2. human rights
3. labour practices
4. the environment
5. fair operating practices
6. consumer issues
7. community involvement and development

Seven principles

  • Accountability
  • Transparency
  • Ethical behaviour
  • Respect for stakeholder interests
  • Respect for the rule of law
  • Respect for the international norms of behaviour
  • Respect for human rights
43
Q

A1.2 PRINCIPLES OF CORPORTATE SOCIAL RESPONSIBILITY

A 
Understanding the organisations impact on the wider world and considering how it can be used in a positive way
focus
employees- health and wellbeing
suppliers - choosing them
customer - open and honest
local community  - volunteer
impact on environment - recycle

NEBOSH DIPLOMA UNIT A (11 decks)

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