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NEBOSH NGC1 > NEBOSH NGC1 'PLAN' (element 2) > Flashcards

NEBOSH NGC1 'PLAN' (element 2) Flashcards

1
Q

HEALTH AND SAFETY MANAGEMENT SYSTEMS

SMS

A

HSG 65:
Managing for H and S.

OHSAS 18001:
The Occupational H and S Management System Standard

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2
Q

HSG 65

A

HSE’s ‘Managing for Health and Safety’ (PLAN-DO-CHECK-ACT cycle)

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3
Q

OHSAS 18001

A 
Externally verified management standard:
.  Policy
.  Planing
.  Implementation and Operation
.  Checking and Corrective Action
.  Management Review
.  Continual Improvement
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4
Q

PLAN

A

H and S Policy - state what you want to achieve, who will be responsible for what, how you will achieve your aims, and how you will measure your success.

Decide how to measure performance. i.e. go beyond accident figures…use Active/Reactive indicators.

Consider fire and other emergencies. Co-ordinate plans/Co-operate with other workplace users.

Plan for changes.

Identify any legal requirements that apply to you.

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5
Q

DO

A

IDENTIFY YOUR RISK PROFILE
. assess the risks

ORGANISE ACTIVITIES TO DELIVER TOUR PLAN
. involve workers and communicate what is needed - discuss issues - develop positive attitude/behaviour
. provide adequate resources and competent advice

IMPLEMENT YOUR PLAN
. decide preventive/protective measures needed and implement them
. provide correct tools/equipment and maintain them
. train and instruct
. supervise….arrangements are followed

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6
Q

CHECK

A

MEASURE YOUR PERFORMANCE
. make sure your plan is implemented - paperwork on its own IS NOT a good performance indicator
. assess how well risks are being controlled and aims achieved - formal AUDITS can be useful

INVESTIGATE THE CAUSES OF ACCIDENTS, INCIDENTS AND NEAR MISSES

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7
Q

ACT

A

REVIEW REVIEW REVIEW YOUR PERFORMANCE
. LEARN FROM - accidents, incidents, ill-health records, mistakes, relevant experience, other organisations.
. RE-VISIT - plans, policy documents and RA’s - do they need updating

ACT ON LESSONS LEARNT, INCLUDING FROM AUDITS AND INSPECTION REPORTS

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8
Q

DRAWBACK TO HSG 65

A

HSG 65 is NOT a management standard that organisations can gain external certification/verification to

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9
Q

OHSAS 18001

A

OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM STANDARD

. successful certification to this standard shows to other parties (clients etc.) a robust management system able to stand up to close scrutiny

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10
Q

THE 6 ONGOING STAGES OF OHSAS 18001

A 
OCCUPATIONAL H AND S POLICY
PLANNING
IMPLEMENTATION AND OPERATION
CHECKING AND CORRECTIVE ACTION
MANAGEMENT REVIEW
CONTINUAL IMPROVEMENT
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11
Q

OCCUPATIONAL H AND S POLICY

A

set out overall H and S objectives
commit the organisation to legislation compliance
commit the organisation to continual improvement
be communicated to all employees
be communicated to all interested parties
be updated via periodic review
be authorised by top management
be documented

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12
Q

PLANNING

A

PROCEDURES ESTABLISHED, IMPLEMENTED AND MAINTAINED FOR THE EFFECTIVE:-

. identification of hazards and assessment and control of risks
. the standard hierarchy of of risk control to be used
. identification of any applicable law
. establishment of H and S objectives and a management programme to achieve those objectives

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13
Q

IMPLEMENTATION AND OPERATION

A

. the necessary organisation and resources in place to implement the plans
. people competent to perform tasks - training, awareness etc.
. systems in place to ensure communication of H and S
. employees consulted on H and S matters
. management MUST be documented
. control of risks MUST be documented
. emergency plans/procedures MUST be in place

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14
Q

CHECKING AND CORRECTIVE ACTION

A

PROCEDURES ESTABLISHED, IMPLEMENTED AND MAINTAINED FOR THE EFFECTIVE:-

. monitoring/measurement of H and S performance - (proactive-reactive-qualitative-quantitative)
. evaluation of legal compliance requirements
. accident/non-conformance investigated with remedial action implemented
. recording of OHS monitoring data
. internal auditing of OHS SMS

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15
Q

MANAGEMENT REVIEW

A

a periodic review of H and S management system to ensure continuance of effectiveness

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16
Q

PURPOSE AND IMPORTANCE OF A HEALTH AND SAFETY POLICY

A

HAVING A WRITTEN H AND S POLICY IS A LEGAL REQUIREMENT - HSWA 2(3) - WHERE EMPLOYER HAS 5 OR MORE EMPLOYEES
. has a role in decision making of senior (formulation), middle and junior management (implementation)
. sets out H and S aims who is responsible for
. achieving those aims
. how the aims are to be achieved

17
Q

LEGAL DUTIES

A

section 2(3) requires an employer of 5 or more employees to prepare a written H and S policy inclusive of :-
. general statement of policy
, organisation
. arrangements

18
Q

MHSWR 1999 REG 5

A

places a legal duty on the employer of 5 or more employees to make arrangements for the effective :-

.  planning
.  organisation
.  control
.  monitoring
.  review
of the preventive/protective measures.

These arrangements must be recorded if 5+ employees

19
Q

THE 3 PARTS TO A HEALTH AND SAFETY POLICY

A

General Statement of Intent
. management of H and S philosophy
. signed by CEO, MD, etc.
. dated

Organisation
. roles and responsibilities
. chain of command

Arrangements
. the arrangements in place for effective management of H and S in general terms…..i.e.
. how RA’s are to be carried out
. ensuring the safety of visitors

20
Q

GENERAL STATEMENT OF INTENT SECTION - AIMS

A

. meeting legal obligations
. provision of safe workplace, equipment, a SSW (SWS), information, instruction, training, supervision
. RA’s for all relevant work activities
. performance monitoring
. adequate resources - i.e. expert H and S advice
. effective workforce consultation/communication

UPPER TIER SITES TO SEND A ‘SITE SAFETY REPORT’ TO THE AUTHORITY FOR APPROVAL

21
Q

SETTING “SMART” OBJECTIVES/AIMS

A

(S) SPECIFIC - a clearly defined objective
(M) MEASURABLE - is it possible to measure success
(A) ACHIEVABLE - can it be done
(R) REASONABLE - within set timescale/resources
(T) TIME-BOUND - objective timescale for completion

22
Q

H AND S OBJECTIVE CONSIDERATIONS

A

. who is going to set objectives - senior management possibly with HS Adviser assistance
. how objectives will be set at each functional level - set/agree personal targets etc.
. legal and other requirements - acts, company policy
. hazards and risks
. technological options - new technologies available ?
. financial, operational, business requirements - no conflict of goals
. the views of interested parties - i.e. employees, supervisors, managers, contractors, clients, customers, co-operates, suppliers, manufacturers, designers etc.

23
Q

ORGANISATION SECTION

A

The ‘Organisation’ section of the HS policy will usually reflect the management hierarchy and allocate responsibilities.

24
Q

ORGANISATION HIERARCHY AND THEIR RESPONSIBILITIES

A

C.E.O. or MD
. responsible for entire organisation

MANAGEMENT AT ALL LEVELS
. responsible for safety measures in place and operational

ALL EMPLOYEES
. responsible for always acting safely at work

COMPETENT PERSONS
. competent to carry out 1+ specialist HS duties i.e. fire marshal, first aider

SPECIALIST HS PRACTITIONERS
. responsible for HS advice/support

25
Q

ARRANGEMENTS SECTION

A

general arrangements that exist to manage HS

26
Q

GENERAL HS MANAGEMENT ARRANGEMENTS

A

. carrying out RA’s
. supplying HS information, instruction and training
. accident/near-miss reporting/recording/investigation
. HS worker consultation
. developing SSW and permit to work systems
. specific hazard details and identification
. welfare and First-aid provision
. housekeeping
. Fire safety and prevention
. emergency procedures
. communication of HS
. compliance monitoring i.e. audits, noise, HAV’s etc

27
Q

SPECIFIC RISK EXAMPLES

A

. lone working
. noise exposure
. HAV’s
. exposure control - toxic materials etc.
. crowd control
. specific health surveillance requirements
. waste disposal

28
Q

REVIEWING POLICY SECTION

A

policy should be reviewed on a regular basis…annually etc. However, other circumstances can ‘trigger’ reviews.

29
Q

POSSIBLE POLICY REVIEW ‘TRIGGERS’

A

. changes to key personnel - C.E.O. or MD
. changes to management structure
. a management takeover
. changes to type of work organisation does
. recommendation by a safety audit
. request from 3rd party - client, insurance company etc.

NEBOSH NGC1 (5 decks)

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