A3 MEASURING & REVIEWING HEALTH & SAFETY PERFORMANCE Flashcards
3.1 PERFORMANCE MEASUREMENT
THE ASSESSMENT OF THE EFFECTIVNESS AND APPROPRIATENESS OF HEALTH AND SAFETY OBJECTIVES AND ARRANGEMENTS INCLUDING CONTROL MEASURES
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3.1 THE MAKING OF RECOMMENDATIONS FOR REVEIEW OF CURRENT HEALTH AND SAFETY MANAGEMENT SYSTEMS
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3.2 MONITORING SYSTEMS
THE NEED FOR A RANGE OF BOTH ACTIVE AND REACTIVE MEASURES TO DETERMINE WHERTHER HEALTH AND SAFETY OBJECTIVES HAVE BEEN MET
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3.2 OBJECTIVES OF ACTIVE MONITORING - TO CHECK THAT HEALTH AND SAFETY PLANS HAVE BEEN INPLEMENTED AND TO MONITOR THE EXTENT OF COMPLIANCE WITH THE ORGANISATIONS SYSTEMS/PROCEDURES AND LEGISLATIVE/TECHNICAL STANDARDS
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3.2 OBJECTIVES OF REACTIVE MONITORING - TO ANALYSE DATA RELATING TO ACCIDENTS, ILL HEALTH AND OTHER LOSS CAUSING EVENTS
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3.2 LIMITATION OF PLACING RELIANCE ON ACCIDENT/INCIDENT AND ILL HEALTH DATA
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3.2 THE DISTINCTION BETWEEN AND APPLICABILITY OF ACTIVE/REACTIVE, OBJECTIVE/SUBJECTIVE AND QUALITATIVE/QUANTITATIVE PERFORMANCE MEASURES
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3.3 MONITORING AND MEASUREMENT TECHNIQUES
THE RANGE OF MEASURE AVAILABLE IN ORDER TO EVALUATE THE HEALTH AND SAFETY PERFORMANCE OF AN ORGANISATION AND HOW THESE CAN BE UTILISED TO REVIEW THE EFFECTIVENESS OF THE HEALTH AND SAFETY MANAGEMENT SYSTEM
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3.3 ROLE AND PURPOSE OF HEALTH AND SAFETY AUDITS, WORKPLACE INSPECTION, SAFETY TOURS, SAFETY SAMPLING AND SAFETY SURVEYS
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3.3 THE KEY ELEMENTS AND FEATURES OF HEALTH AND SAFETY AUDITS, WORKPLACE INSPECTIONS, SAFETY TOURS, SAFETY SAMPLING AND SAFETY SURVEYS
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3.3 IN HOUSE PROPRIETARY AUDIT SYSTEMS AND PROCESSES THE USE OF COMPUTER TECHNOLOGY TO ASSIST IN DATA STORAGE AND ANALYSIS AND THE PRODUCTION OF REPORTS
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3.3 COPARISON OF PREVIOUS PERFORMANCE DATA WITH THAT OF SIMILAR ORGANSATIONS/INDUSTRY SECTORS WITH NATION PERFORMANCE DATA. USE OF BENCHMARKING
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3.4 REVIEWING HEALTH AND SAFETY PERFORMANCE
NEED FOR FORMAL AND INFORMAL REVIEWS OF PERFORMANCE
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3.4 PROCESS OF REVIEW
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3.4 INPUTS TO A REVIEW PROCESS - INTERNAL PERFORMACE DATA, HEALTH AND SAFETY OBJECTIVES, ORGANISATIONAL ARRANGEMENTS AND CHANGE, EXTERNAL STANDARDS AND EXPECTATIONS
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3.4 OUTPUTS FROM A REVIEW PROCESS - ACTIONS AND IMPROVEMENT PLANS, STAKEHOLDER REPORTS, PERFORMANCE TARGETS
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ACCIDENT INCIDENCE RATE (AIR)
AIR= NUMBER OF ACCIDENTS DURING A SPEICIFIC PERIOD/ AVERAGE NO OF WORKERS DURING THE SAME PERIOD X 1000
ACTIVE MONITORING INVOLVES…..
Involves systematic inspection of workplace and existing safety, measures to establish conformance with standards (good performance) and non-conformance (so that remedies can be implemented)
Need to establish what good performance looks like, set standards
Measures progress
TYPES OF MONITORING….
Active monitoring - takes place before any event has happened
Reactive monitoring - that takes place in response to, and after, an event
REACTIVE MONITORING INVOLVES…….
Using accident, incident and ill-health data to highlight areas of concern
Measures failure
PERFORMANCE STANDARDS
Conformance/non-conformance with standards:
- Number & quality of risk assessments
- H&S training to schedule
- Consultative committee meetings to schedule
- Workplace inspections to schedule
Systematic inspections
OBSERVATION - Plant - Machinery - Vehicles -Premises - Workplace - Environment INTERVIEWING ~ People - Working methods - Behaviour EXAMINATION ~ Procedures - Safe systems - Method statements - Permits-to-work
Types of active monitoring
Safety inspection - more formal
- Examination of the workplace, statutory inspections, plant and machinery, pre-use checks
Safety sampling - train workers to complete check-lists
- Focus on good practice
- Representative sample to judge compliance
- Less time-consuming
Safety survey
- Detailed examination of one issue/topic
Safety tour
- High-profile inspection by managers
Workplace inspections
Factors to consider:
- Type of inspection ~ general, statutory, pre-start
- Frequency of inspection ~ weekly, monthly, etc.
- Allocation of responsibilities ~ to identified employees
- Competence of the inspector ~ training, knowledge and experience
- Use of check-lists ~ ensure everything covered, consistency and written record
- Action planning for problems found ~ action req’d, who’s responsible, priorities and time-scales
Reactive monitoring methods
Accidents, incidents, ill-health, other unwanted events and situations:
- highlights areas of concern
- things that have already gone wrong
- measures failure
2 methods:
- lessons learnt from one specific event
- data collected over a period
Auditing is defined as……
The systematic, objective, critical evaluation of how well an organisation’s management system is performing by examining evidence
Purpose of audit………
Monitor and assess the effectiveness of the H&S mgmt system to ensure that:
- appropriate mgmt arrangements in place
- adequate risk control systems exist, are implemented, and are consistent with the hazard profile of the organisation
- appropriate workplace precautions in place
- critical feedback on the H&S mgmt system is provided so that appropriate follow-up action can be implemented
Audit process
Pre-audit preparation - agreed timescales - scope of the audit - area & extent of the audit - who will need to be involved - gather information form company records and documents Audit process - Collect information about H&S systems in place - Assess effectiveness of systems - Interviews - Direct observation Feedback - initial verbal feedback - written report, usually recommending improvements with indication of priorities and time-scales
Typical information examined in an audit………..
H&S Policy Risk assessments#Training records Minutes of safety committee meetings Maintenance records Accident investigation reports Emergency arrangements Inspection reports
Role & function of investigations
Identify immediate root cause Identify corrective action to prevent recurrence Record the facts of the incident For legal reasons For claim management For staff morale For disciplinary purposes For data gathering purposes
Basic investigation procedures
Step 1: Gather information
- Secure the scene and collect witnesses’ details
- Collect factual information
- Interview witnesses
- Examine appropriate documents
Step 2: Analyse information
- Immediate cause, i.e. the unsafe act or unsafe conditions
- Underlying or root causes, i.e. mgmt system failure, lack of adequate supervision or training, lack of maintenance
Step 3: Identify suitable control measures
- improve safety and skills training
- improve mgmt and supervisory control
- change work practices and implement a positive safety culture
Step4: Plan remedial action
- action plan which identifies priority time-scales and responsible person
Recording and reporting incidents
Internal
- organisations should define what should be reported
- workers encouraged to report all relevant incidents
Reasons why workers may NOT report incidents
unclear organisational policy
- no reporting system in place
- overly-complicated reporting procedure
- excessive paperwork
- takes too much time
- blame culture
- apathy
- lack of training on policy and procedures
Typical contents for accident record form
name and address of casualty
- date and time of accident
- location of accident
- details of injury
- details of treatment given
- description of event causing injury
- details of any equipment or substances involved
- witnesses’ names and contact details
- details of person reporting the record
- signatures
The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR)
Requires the reporting of certain types of event (reportable events) to the relevant enforcing authority:
- Fatality
- Specified injury (e.g. fracture to limb other than fingers, thumbs and toes; amputation of limb)
- Dangerous occurrence (e.g. collapse, overturn or failure of any load-bearing part of a lift or hoist; complete or partial collapse of any scaffold more than 5m in height)
- Disease (e.g. carpal tunnel syndrome; occupational dermatitis or tendonitis)
- Over-7-day injury
Review H&S performance
Essence of review process is to check:
- are we on target?
- if not, why not?
- what do we have to change?
Continuous improvement
Senior mgmt - set strategic targets
Middle mgmt - review performance, set targets in their area in line with strategic targets
Junior mgmt - review performance, set local targets in line with strategic targets
