Unit A9 Questions Ollie Flashcards
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. (10)
Parties include:
Enforcing authorities take enforcement action/issue guidance – Organisation’s desire to follow good
practice/fear of enforcement activity and costs.
Clients/customers – need to meet the safety performance expectations of clients to win business.
Insurance companies – cost insurance premiums or refusal of cover/statutory examination requirements.
Public opinion/pressure groups/media/stakeholders/shareholders – desire to be seen as good employer/neighbour.
Technical/professional bodies (e.g. BSI,CEN,IOSH,ILO,WHO,ESA) – Organisation’s desire to follow nationally or internationally recognised benchmarks for technical or organisational performance.
Parliament/EU produces legislation – Organisation’s desire to behave lawfully/fear of prosecution
Trade unions – Involvement in the development of organisation’s H&S policy and training of workforce
Accrediting bodies e.g. ISO45001 – Organisation’s desire to retain registration or award for market or
employee image.
The management of an organisation intends to introduce new, safer working procedures.
(a) Outline practical measures that management could take to communicate effectively when managing this change. (10)
(b) Other than effective communication, outline ways in which management could gain the support and commitment of employees when managing this change. (10)
(a) Measures that could have been considered in this scenario include:
• The provision of regular and frequent newsletters or memos using language and technical content which
is clear and easily understood;
• Holding regular meetings between management and the workforce such as team briefings and tool box
talks; Providing the opportunity for regular meetings between the workforce and their safety delegates;
• Placing notice boards at various locations on the site and ensuring that they display relevant information
and are updated at regular intervals;
• Introducing team building activities and staff suggestion schemes; and
• Providing accident and incident data to all the workers.
(b) Additional steps that management might take to gain the support and commitment of workers include:
• The very first step should be “to Find out the reasons for the resistance” whether fear of redundancy, de-
skilling or simply a dislike of any type of change.
• The most important requirement is to effectively consult with the workforce. This could be through formal means – such as the safety committee or more informally – through day to day meetings with leaders ,
employees; tool box talk; safety circles or improvement groups
• A steady / progressive or step by step change process with trials and pilots of the proposed changes
• Setting out clearly the reasons for, and the benefits of, the proposed changes such as improved accident
rates and production rates
• It will be important to actively involve the workforce in the proposals, take on board suggestions and offer
trainings in the new methods.
• A final part of the process should be continuing demonstration of senior management commitment and
• Regular review of the changes to learn from any mistakes.
An organisation is considering assessing its health and safety culture prior to implementing a programme of cultural change.
(a) Outline factors that should be considered when assessing the organisation’s current health and safety culture.(10)
(b) Outline 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)
(a)The range of factors could be considered include: • Standard of Housekeeping • Presence/absence of warning signs in the premises • Range and Quality of risk assessments • Usability of procedures • Good or bad staff relationships • Accident/ ill-health statistics • Absenteeism • Employees attitudes • Incidents/frequency of litigation
(b)A range of methods can be used, including:
• Walking around making observations
• A questionnaire can be used which asks workers the extent that they agree or disagree with a range of
statements.
• Looking at documents/ records – risk assessments, inspection/audit reports, various records such as
cases of ill-health/absentee rates, staff turnover.
• Interviewing employees
(c) Factors influencing success include
• The level of senior management commitment;
• The level of resources (money, people, time) allocated to support the change;
• The use of various types of communication with workers to secure their involvement;
• The level of trust and confidence in management by the workforce;
• Level of staff turnover - high level may make cultural improvement difficult to embed;
• History of previous industrial relations;
• The existence of a blame culture;
• Workforce cultural issues such as race and language
(a)Outline the behavioural attributes of the following types of leadership:
(i) transformational; (4)
(ii) transactional. (4)
(b)Explain why leadership styles need to vary in practice. (2)
(a)
(i) Transformational leadership is based on the assumption that people will follow a person who inspires them. It involves generating enthusiasm and energy and continually selling themselves and the vision. The leader must be people-orientated and have a clear idea of the way forward. It involves the involvement of individuals who become motivated to achieve.
(i) Transactional leadership is based on the assumption that people are motivated by reward and punishment. It involves a clear chain of command. Responsibility is delegated down the chain. Success results in praise and reward and substandard performance needs corrective action.
(b) In practice leadership styles need to vary due to the fact that different tasks require different styles and also people behave differently to different styles – sometimes dependent on individuals’ ability, maturity or what they are used to previously
(a) Outline reasons for establishing effective consultation arrangements with employees on health and safety matters in the workplace. (4)
(b) Outline a range of formal and informal consultation arrangements that may contribute to effective consultation on health and safety matters in the workplace. (6)
a) Reasons for establishing H&S consultation arrangements include:
To meet legislative requirements SR&SC R77 / H&S(CWE)R96; To obtain the employee perspective on H&S; to draw on employee expertise / knowledge / understanding; to gain a “practical perspective” based on employee experience; to increase employee involvement / “ownership” with H&S; to raise awareness / improve perception of H&S issues; to improve understanding of need for H&S initiatives; to reinforce / enhance the H&S culture
(b) Consultation arrangements include: via
Formal H&S Committee; via meetings with Union SRs & RoES; via planned departmental team briefings / tool-box talks/ safety circles; via questionnaires / surveys / staff suggestion schemes;
Informal discussions between staff, supervisors and managers; during risk assessment, inspection, investigation, ad hoc meetings etc
Comment: question is about “consultation” NOT “information” - so not posters, noticeboards / newsletters etc
A fast-growing manufacturing organisation employs 150 people. Health and safety standards at the organisation are poor, as arrangements have developed in an unplanned way without professional advice. The organisation has managed to avoid any serious accidents and staff at all levels do not seem particularly concerned. However, two employees have recently experienced near-miss incidents and have complained jointly to the Health and Safety Executive. A subsequent visit by an HSE inspector in connection with the near-miss incidents has resulted in the issue of three Improvement Notices. The Managing Director wishes to dismiss the two employees who he has described as `troublemakers’.
(a) Explain the advice you would give the Managing Director with respect to the proposed disciplinary action against the employees who have complained. (5)
(b) Outline the steps that could be taken to gain the support of the workforce in improving the health and safety culture within the organisation. (15)
(a) Advise that: this matter involves a protected disclosure under the Public Interest Disclosure Act 1998 (see Element A8); action at an Employment Tribunal may result; negative effect on H&S culture if the two employees are disciplined over H&S matters; need to recognise the root causes of employee concerns.
(b) Steps include: using tools to help understand current employee perceptions eg informal discussions and safety climate questionnaire; demonstrating the commitment of the business to good safety management such as the development of a new policy and arrangements for health and safety; introduction of new consultative arrangements and training programmes, behaviour and communication techniques; setting targets; reporting, resourcing and priorities relating to health and safety issues adopted by senior and line managers; increase employee participation via: involvement in carrying out risk assessments, inspections, incident investigation, team briefing sessions and developing safe systems of work etc
Organisations are said to have BOTH formal and informal structures and groups.
(a) Outline the difference between formal and informal in this context. (4)
The Health and Safety Executive (HSE) publication ‘Managing for health and safety’ (HSG65) describes a model of safety management in which the ‘Do’ element requires ‘Organising for health and safety’.
This covers the four key areas of
control, co-operation, communication and competence.
(b) Outline what co-operation means in this context. (8)
c) Outline why a negative health and safety culture may result if organisational change is not managed. (8)
(a) Formal
The most common form of structure is a hierarchical form.
Most organisations describe their structure in the form of an organisation chart. This shows the reporting relationships from the chief executive of the organisation down to the staff carrying out the most basic tasks.
Informal
An organisational chart cannot identify all the interactions which occur between staff.
Invariably, it will be the quality of personal relationships which determines how communications flow within an organisation, and “how things get done”.
(b)This means involvement of the workforce beyond the required legal minimum standard (ie more than consultation), where you develop a genuine management/ workforce partnership based on trust, respect and co-operation.
With such a partnership in place, a culture can evolve in which health and safety problems are jointly solved and in which concerns, ideas and solutions are freely shared and acted upon.
The effect of workforce involvement is that operational practices and health and safety risk management are aligned for the benefit of all and with the co-operation of everyone (workers, their representatives and managers
(c)
Change can result in lack of focus on H&S matters - other issues take priority; loss of skills / competence (staff leave/move); require people to take up new roles for which they lack competence; uncertainty about
future - redundancy etc results in a lack of confidence / mistrust of management / perception that H&S is not a concern; increased outsourcing - contractors etc bring a different culture; movement of staff breaks up units / groups and undermines established systems / culture; breakdown in normal arrangements for consultation and communication with staff; new relationships need to be established; re-allocation of budgets; new ways of working may result in unforeseen hazards / risks arising; increase in accidents / ill-health due to disruption - reduce morale; staff dissatisfaction / resistance to change
(a) Organisations are said to have both formal and informal structures and groups.
Outline the difference between “formal” AND “informal” in this context. (4)
(b) The HSE publication “Successful H&S Management” (HSG65) describes a model of H&S management in which the “Do” element requires “Organising for health and safety”. This covers the four key areas of control, co- operation, communication and competence.
Outline the meaning of “co-operation” in this context and give practical examples. (8)
(c) Outline reasons why a negative H&S culture may result if organisational change is not properly managed. (8)
a) Formal = hierarchical; well-defined structure, roles and responsibilities, lines of communication (see organisational charts)
Informal = social and personal relationships / contacts - based on individual / personal influence; less rigidity and structure - can act so as to by-pass formal systems and procedures (less bureaucracy or undermining agreed procedures?)
(b) Co-operation involves: consultation (formal & informal) - via SRs / RoES, Safety Committee, staff discussion / team meetings , staff surveys and via casual discussion; staff involvement / participation in: RA, SSW, inspection, monitoring, audit, investigation, campaigns, receiving and delivering training
(c) Change can result in lack of focus on H&S matters - other issues take priority; loss of skills / competence (staff leave/move); require people to take up new roles for which they lack competence; uncertainty about
future - redundancy etc results in a lack of confidence / mistrust of management / perception that H&S is not a concern; increased outsourcing - contractors etc bring a different culture; movement of staff breaks up units / groups and undermines established systems / culture; breakdown in normal arrangements for consultation and communication with staff; new relationships need to be established; re-allocation of budgets; new ways of working may result in unforeseen hazards / risks arising; increase in accidents / ill-health due to disruption - reduce morale; staff dissatisfaction / resistance to change
The senior management of an organisation wishes to introduce a number of new, safer working procedures but has met resistance from the workforce.
Outline the steps that managers could take to gain the support and commitment of staff when introducing the changes. (10)
Steps that could have been considered in this scenario include: finding out the reasons for resistance; consulting employees (including details of possible consultation methods); using a progressive or step-wise change process and using pilot trials; setting out clearly the reasons for, and benefits of, the proposed changes; explaining the nature of the change and affording employees the opportunity to comment on and contribute to the change; providing training to support the change’ ensuring that managers demonstrate personal commitment to the changes.
Comment:
Better answers indicated a clear understanding of the process rather than listing generic and unrelated points
Describe the possible strengths AND weaknesses of the role of the union-appointed safety representative in improving workplace health and safety standards and culture. (10)
Strengths
of TU SR role in improving workplace H&S standards & culture: making representations to management / raising issues of concern to employees with management and or inspectors; acting as a focus for H&S matters - raising awareness; gathering employee knowledge and experience on H&S matters - providing a channel for employee input and involvement; following up H&S matters with managers to produce positive outcomes; settingup a forum / H&S Committee; involvement in monitoring - carrying out inspections and investigations; facilitating consultation
Weaknesses
of TU SR role in improving workplace H&S standards & culture: if all matters have to be “passed via the Union” the SR may act as a filter / barrier between staff and managers - restricting direct communication / consultation; H&S may get mixed up with other employment issues of concern to the Union; SR may see role as protecting / benefiting members’ interests - focus may be on compensation / claims rather than improving H&S; lack of training / competence may result in SR not identifying underlying issues / organisational failures - results in inappropriate remedial action / wasted resources etc; lack of motivation may mean that SR fails to adequately represent members’ interests
Comment: many candidates focussed on role of SR as in SR&SC R 77 - not on strengths / weaknesses as regards standards & culture
(a) Compare and contrast the functions, rights and entitlements of Safety Representatives appointed under the Safety Representatives and Safety Committees Regulations 1977 with those of Representatives of Employee Safety elected in accordance with the Health and Safety (Consultation with Employees) Regulations 1996. (10)
(b) Identify the FIVE topics on which employees or their representatives must be consulted. (5)
(c) Identify the circumstances under which the employer is not obliged to disclose information to employees or their representatives. (5)
(a)
SRs - SR & SCR 77
Employer shall permit SR time off with pay for performing his functions and for undergoing reasonable training
To represent the employees TU members in consultations with regard to making and maintenance of arrangements for H & S
To make representations to the employer on potential Hazards, Dangerous Occurrences ie RIDDOR reports, accidents , employee complaints and on general matters regarding health and safety of welfare at work
To make representations to inspectors from enforcement authorities and receive information from inspectors
To carry out inspections in the work place
To Investigate potential hazards and dangerous occurrences and examine the causes of accidents in the work place
To investigate employee complaints regarding H & S matters
To Attend meetings of safety commitees in the capacity of a safety representitive
RoES -H & S (CWE) R96 Only 3 duties required in this role
Time off with pay for training as a RoES
Time off to carry out functions of RoES
To Represent members TU in making representations to employers on H&S matters
To make representations to inspectors from enforcing authorities
b) Arrangements for the appointment of competent person(s);
Arrangements for planning and organisation of H&S training;
Matters substantially affecting H&S;
The H&S consequences of new technologies
(c) The employer is not required to disclose:
• information which would be against the interests of national security
• information that would contravene a prohibition imposed by or under any enactment
• information relating specifically to an individual, unless he has consented to its being disclosed
• information which would, for reasons other than its effect on health or safety, cause substantial injury to
the employer’s undertaking or, where the information was supplied to him by some other person, to the
undertaking of that other person
• information obtained by the employer for the purpose of bringing, prosecuting or defending any
legal proceedings information is not related to health or safety matters
A number of external bodies may influence health and safety standards in an organisation.
Using specific examples of external bodies explain in EACH case why they influence internal decision-making on H&S matters in an organisation. (20)
Parliament legislation – desire to behave lawfully/fear of prosecution.
Enforcing agencies - take enforcement action/issue guidance – desire to follow good practice/fear of enforcement activity and costs.
Courts/tribunals interpret the law – desire to behave lawfully/fear of prosecution or civil liability.
Clients/customers – need to meet the safety performance expectations of clients to win business.
Contractors – concerns from better contractors about safety standards when working together.
Trade unions – training of appointed safety representatives and campaigning on specific issues
Insurance companies – cost of EL or PL insurance premiums or refusal of cover/statutory examination requirements.
Public opinion/pressure groups/media/stakeholders/shareholders – desire to be seen as good
employer/neighbour.
Trade associations – desire to follow recognised industry practice or retain registration.
Accrediting bodies e.g. ISO 45001 – desire to retain registration or award for market or employee image.
Consultants/training providers - desire to follow good practice or motivation by legal and financial liabilities.
Suppliers – supply of products/substances/information may affect decisions on process/risk control.
Technical/professional bodies (e.g. BSI,CEN,IOSH,ILO,WHO,ESA) – desire to follow nationally or internationally recognised benchmarks for technical or organisational performance.
Competitors – may reduce profits available or be a source of benchmarking for good practice.
Comment: No marks for identification of an external body ONLY
An employer engages a contractor to design, build and install a passenger lift for use by its employees and customers. Shortly after the lift was commissioned it failed in service injuring a number of customers who were using it at the time. Investigation revealed that the lift had not been designed to recognised standards and the contractor was not competent to design and install such equipment.
Outline the general types of health and safety related information that the employer should have obtained from the contractor (prior to their appointment) to ensure that the contractor was competent to safely design and install the lift. (10)
Information that should have been obtained from the contractor includes:
pre-selection questionnaire / evaluation documents completed by contractor; training records / levels of competence / skills; experience of office refurbishment etc - size and scale of work etc; H&S policy / evidence of effective H&S management system - HSG 65 /quality control procedures etc etc; review of documentation - policy, risk assessments, SSW, method statements, PTW procedures, arrangements for consulting workforce, arrangements for selecting and managing sub- contractors; membership of professional / trade organisation / Quality standards; enforcement history; insurance cover - public / product liability; references / recommendations; resource data
a) Give the meaning of the term “safety culture”. (2)
(b) Outline a range of organisational issues that may act as barriers to the improvement of the safety culture of an organisation. (8)
All the C’s & Lack of???
(a) Safety culture can be defined as: the product of shared, attitudes, beliefs, understandings, perceptions, values and behaviour in relation to health and safety standards and procedures in the workplace (“the way we do things”). A positive H&S culture is characterised by high levels of competence, good communication, adequate means of controlling risk.
(b) Organisational issues that may act as barriers to the improvement of the safety culture within an organisation include:
A lack of resources assigned to health and safety- money, time, effort (change has a cost);a lack of training/ competence / particularly H&S expertise available; poor quality of industrial relations in general within the organisation; a lack of trust and confidence of the workforce in the ability of management to manage safety; lack of effective communication on H&S matters; management setting a poor example; the lack of commitment of management and / or of the workforce; low level of motivation (at all levels); inconsistent decision making; unclear priorities - production v safety conflicts; established negative culture - peer pressure, blame culture etc; change / uncertainty; resistance of both management and the workforce to change (possible impacts on productivity / pay / bonuses); a transient / seasonal workforce / high staff turnover - makes it difficult to establish a fixed “culture”; low status of H&S and of the H&S advisor / dept; variations in cultures / language etc of workforce; lack of expertise in implementing cultural change; multi-site / multi-national operations - different legislative regimes / “national characteristics”
Comment: (b) must be barriers = negatives
Outline how the H&S professional can help to develop and support the arrangements for consultation with employees on H&S matters. (10)
Initially, the health and safety professional might advise on the requirements of the Safety Representatives and Safety Committees Regulations 77 and the Health and Safety (Consultation with Employees) Regulations 96 and the good and accepted practices to be followed both by safety committees and safety representatives; make proposals for local arrangements for formal consultation; offer advice and support for the training arrangements of safety representatives and representatives of employee safety and arrange for the necessary resources to be provided to enable them to carry out their duties. They might also usefully influence the constitution, composition and agenda of the safety committee and by attending the meetings of the committee, provide professional advice to assist the members in their deliberations while additionally advising on the arrangements for direct consultation with employees and encouraging informal consultation at routine team meetings and briefings. Finally, they will have a part to play in encouraging senior management to take an active part in both formal and informal consultation and to respond promptly to proposals made and concerns expressed during the consultation process.
Comment: answers were disappointing; many candidates concentrated on the safety professional’s duties in general rather than on their involvement in developing and supporting arrangements for consultation with employees.
