NEBOSH National General Certificate · NEBOSH Certificate Unit NGC1 – Week 1 - Day 3 Approx....

NEBOSH National General Certificate

UNIT NGC1 Management of Health and Safety

Sample Trainer Pack

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NEBOSH Certificate Unit NGC1 – Week 1 - Day 3

Approx. Timing Content and Tutor Activity Aids and Equipment Student Activity

0900

Welcome Back Plan for the day Run through today’s programme

ELEMENT 3 ORGANISING

0915

Human Factors Influencing H&S Related Behaviour Individual, Job and Organisational Factors

PowerPoints and/or flip chart

Perception – students asked to count the number of ‘F’s on slide. Follow-up by discussing factors which influence perception.

Improving Health and Safety Behaviour Management, Commitment and Leadership Competent Staff Effective Communication


List methods of communicating in your workplace. Divide them into: • Verbal communication • Written communication • Graphic communication • What are the advantages and disadvantages of each?

1030 MORNING BREAK

1045

Consultation with Employees PowerPoints and/or flip chart

What is the difference between consulting with, and informing employees?

Trade Union Safety Representatives/Representatives of Employee Safety Committees


What makes an effective committee?

Training PowerPoints and/or flip chart

Design a health and safety induction training programme for new starters What topics should be included? In what order? How long should the induction take? When are you going to do it? What problems might be involved?

Emergency Procedures PowerPoints and/or flip chart What emergencies could occur other than fire? Importance of Developing Emergency Procedures Arrangement for Contacting Emergency Services

NEBOSH National General Certificate – Unit NGC1 - Day 3 Page 2 of 3 © RRC RRC SAMPLE MATERIAL

Approx. Timing Content and Tutor Activity Aids and Equipment Student Activity

First Aid First-Aid Requirements First-Aid Facilities and Equipment First-Aid Personnel and Coverage

PowerPoints and/or flip chart Discuss the issues that you would need to consider to decide the level of first aid cover in your workplace.

1230-1330 LUNCH BREAK

1330 Review Handouts Review Questions Element 3

The Importance of Planning The Management System Setting SMART Objectives Keeping Up-to-date

Suggested Syndicate Group Exercise Write down the specific hazards that works in your own workplace are exposed to. These should be addressed in the Arrangements section of the Health and Safety Policy.

Principles and Practice of Risk Assessment Legal Requirements Definitions/Risk Assessment


1500 AFTERNOON BREAK

1515

Objectives of Risk Assessment Types of Incident The Risk Assessors Suitable and Sufficient – Criteria Five Steps Special Cases and Vulnerable Workers

PowerPoints and/or flip chart Suggested Syndicate Group Exercise Consider a specific hazard and discuss the differences between: • The hazardous properties • The risk of harm occurring Feedback Suggested Syndicate Exercise Lawn mowing. Using task analysis, prepare risk assessment. Suggest control measures to reduce the risk. Suggested Alternative Syndicate Exercise Carry out a risk assessment on these premises using a numerical scoring system. Feedback to group.

1700 Review of the day and finish Questions and answers

Suggested Directed Private Study Set: • Attempt relevant revision questions from course notes

NEBOSH National General Certificate – Unit NGC1 - Day 3 Page 3 of 3 © RRC RRC SAMPLE M

ATERIAL

© RRC International

NEBOSH National General Certificate in Occupational

Safety and Health Element 3: Organising

RRC SAMPLE MATERIAL

© RRC International © RRC International

Learning Outcomes

On completion of this element, you should be able to demonstrate understanding of the content through the application of knowledge to familiar and unfamiliar situations. In particular you should be able to: • Outline the health and safety roles and responsibilities

of employers, directors and managers • Explain the concept of health and safety culture and its

significance in the management of health and safety in an organisation

(Continued)

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Learning Outcomes (Contd.)

• Outline the human factors which influence behaviour at work in a way that can affect health and safety

• Explain how health and safety behaviour at work can be improved

• Outline the need for emergency procedures and the arrangements for contacting emergency services

• Outline the requirements for, and effective provision of, first-aid in the workplace

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Organising

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Organisational Health and Safety Roles and Responsibilities

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Organisational Roles of Directors and Senior Managers

• Directors and senior managers:

– give direction and

– set priorities

• Leading health and safety at work requires directors to:

– Plan

– Deliver

– Monitor

– Review RRC SAMPLE MATERIAL


Demonstrating Top Management Commitment

• Resourcing health and safety

• Defining roles and responsibilities

• Appointing a health and safety ‘champion’ at board level

• Appointing competent persons

• Reviewing performance RRC SAMPLE MATERIAL


The Concept and Significance of Safety Culture

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Definition of Culture

• The safety culture of an organisation is the shared attitudes, values, beliefs and behaviours relating to health and safety

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Group Syndicate Exercise

How does the media portray health and safety in our current culture?

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Culture and Performance

Positive Culture

• ‘Safety is important’ • Strong policy • Clear leadership • Good management • Influences worker

behaviour

Negative Culture • ‘Health and safety is

not important’ • Poor training • Unnecessary • No clear direction • Poor management • Unsafe behaviour

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H&S Culture Indicators

•Accidents •Sickness rates •Absenteeism •Staff turnover •Compliance with safety rules •Worker complaints

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Influence of Peers

•Interaction •Influence •‘Hierarchy’ •‘Norms’ •‘Peer group pressure’

•Good indicator of H&S culture

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© RRC International Unit NGC1 – Element 3: Organising | 3-13-PB | Unit NGC1 – Element 3: Organising © RRC International

LEARNING OUTCOMES

On completion of this element, you should be able to demonstrate understanding of the content by applying what you have learnt to familiar and unfamiliar situations. In particular, you should be able to:

Outline the organisational health and safety roles and responsibilities of employers, directors and managers.

Explain the concept of health and safety culture and its significance in the management of health and safety in an organisation.

Outline the human factors which influence behaviour at work in a way that can affect health and safety.

Explain how health and safety behaviour at work can be improved.

Outline the need for emergency procedures and the arrangements for contacting emergency services.

Outline the requirements for, and effective provision of, first aid in the workplace.

ORGANISINGELEMENT

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© RRC International Unit NGC1 – Element 3: Organising | 3-33-2 | Unit NGC1 – Element 3: Organising © RRC International

Contents


ORGANISATIONAL HEALTH AND SAFETY ROLES AND RESPONSIBILITIES 3-3

Organisational Roles of Directors and Senior Managers 3-3Demonstrating Top Management Commitment 3-3Revision Question 3-4

THE CONCEPT AND SIGNIFICANCE OF SAFETY CULTURE 3-5

Definition 3-5The Correlation between Culture and Performance 3-5Negative Culture 3-6Indicators Used to Assess Culture 3-6Influence of Peers 3-7Revision Questions 3-8

HUMAN FACTORS INFLUENCING SAFETY RELATED BEHAVIOUR 3-9

Individual, Job and Organisational Factors 3-9Organisational Factors 3-10Job Factors 3-10Individual Factors 3-11Revision Questions 3-12

IMPROVING HEALTH AND SAFETY BEHAVIOUR 3-13

Management Commitment and Leadership 3-13Competent Staff 3-13Effective Communication 3-14Consultation with Employees 3-16Trade Union Safety Representatives 3-17Training 3-19Revision Questions 3-20

EMERGENCY PROCEDURES 3-21

The Importance of Developing Emergency Procedures 3-21Arrangements for Contacting Emergency Services 3-22Revision Questions 3-22

FIRST AID 3-23

First-Aid Requirements 3-23First-Aid Facilities and Equipment 3-23First-Aiders and Appointed Persons 3-24First-Aid Coverage 3-24Revision Question 3-25

SUMMARY 3-26

EXAM SKILLS 3-27

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© RRC International Unit NGC1 – Element 3: Organising | 3-33-2 | Unit NGC1 – Element 3: Organising © RRC International © RRC International Unit NGC1 – Element 3: Organising | 3-33-2 | Unit NGC1 – Element 3: Organising © RRC International

ORGANISATIONAL ROLES OF DIRECTORS AND SENIOR MANAGERS Directors and senior managers give an organisation its direction and set its priorities. They decide what the organisation does and how it does it. In effect, they control the corporate body. They are, therefore, responsible for ensuring that all of the legal requirements that rest with the employer are met. And as was seen in Element 1, Section 37 of HSWA makes it clear that directors and senior managers can be prosecuted for offences committed by the corporate body if they consented or connived in the offence or were negligent in their duties.

Top Tier Management

The HSE publication “Leading Health and Safety at Work” (INDG417) provides guidance to directors and senior managers in organisations of all sizes. It highlights four key areas for action:

• Plan - by establishing a health and safety policy that is an integral part of the organisation’s culture, with board members taking an active lead in promoting health and safety throughout the organisation.

• Deliver - the policy through an effective management system that ensures that risks are dealt with sensibly, responsibly and proportionately (this clearly links to HSG65 and other SMSs).

• Monitor - to provide the board with reports on the performance of their policy.

• Review - performance to allow the board to establish whether the management system is effective in managing risks and protecting people.

KEY INFORMATION

• Directors and senior managers have a duty to ensure that their organisation meets its legal obligations. In particular, they are responsible for planning, delivering, monitoring and reviewing policy.

• They must demonstrate clear commitment to health and safety by allocating adequate resources, defining roles and responsibilities, appointing a “champion” at board level, appointing competent advisers and reviewing performance at a board level.

DEMONSTRATING TOP MANAGEMENT COMMITMENTDirectors and senior managers are not always closely involved in the day-to-day management of the operational side of an organisation. Their role does not always involve

“doing” (except in smaller organisations), but it does involve setting strategy.

Directors and senior managers can demonstrate their commitment to health and safety through their strategic thinking by:

• Ensuring availability of resources so the occupational health and safety management system is established, implemented and maintained.

• Defining roles and responsibilities so that the line management responsibility and accountability for health and safety is clear.

• Appointing a member of top management with specific responsibility for health and safety so that it is “championed” at board level.

• Appointing one or more competent persons and adequate resources to provide assistance in meeting the organisation’s health and safety obligations.

• Reviewing performance at board level, perhaps annually.

Directors and senior managers have an enormous influence over their organisation and its priorities. This influence does not simply come from their strategic decision-making, but also from the way they are perceived by those lower in the management hierarchy. They must demonstrate clear commitment and leadership with regard to health and safety.

The influence of visible management commitment and leadership on safety culture is discussed later in this element.

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REVISION QUESTION

1. Outline the four key action areas highlighted in the HSE publication “Leading Health and Safety at Work” (INDG417).

(Suggested Answer is at the end.)

MORE…

www.hse.gov.uk/leadership/index.htmRRC

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© RRC International Unit NGC1 – Element 3: Organising | 3-53-4 | Unit NGC1 – Element 3: Organising © RRC International © RRC International Unit NGC1 – Element 3: Organising | 3-53-4 | Unit NGC1 – Element 3: Organising © RRC International

KEY INFORMATION

• The safety culture of an organisation is the way that all the people within the organisation think and feel about health and safety and how this translates into behaviour. It can be defined as the shared attitudes, values, beliefs and behaviours relating to health and safety.

• There is a strong link between safety culture and health and safety performance. Organisations with a strong, positive culture tend to have good performance, whereas those with a weak, negative culture perform poorly.

• The safety culture of an organisation can be assessed by looking at indicators such as accidents, sickness rates, absenteeism, staff turnover, compliance with rules and worker complaints.

• Workers are often influenced by their peers - the people around them at work who do not have any direct authority over them. This “peer group pressure” occurs indirectly by social interaction and can have a significant effect on behaviour. The influence of peer group pressure is a good indicator of safety culture.

DEFINITIONAll organisations have a “culture”. It is not written down, or even easily stated. It is a subtle mix of formal and informal rules, relationships, values, customs, etc., which, taken together, describe the distinctive “feel” of the organisation. On one level, this is to do with how the organisation gets things done – its particular way of working. On another level, it is to do with how people perceive the organisation, e.g. how friendly it is.

Organisational culture is a characteristic of the organisation that exists at every level, from senior management to “shop-floor” workers. No one person determines the culture of the organisation; all staff working for the organisation determine it collectively.

Organisations can be described as having a “health and safety culture” (or safety culture) in much the same way.

Safety culture can be defined as the shared attitudes, values, beliefs and behaviours relating to health and safety.

The safety culture of an organisation is the way that everyone within the organisation thinks and feels about health and safety and how this translates into their behaviour.

THE CORRELATION BETWEEN CULTURE AND PERFORMANCEAn organisation will have either a positive safety culture or a negative one.

Positive CultureIn an organisation with a positive safety culture, the majority of the workers think and feel that health and safety is important. There is a strong policy and clear leadership from the top because senior management have this attitude, which runs through the whole organisation, from top to bottom. Managers think about the health and safety implications of their decisions and workers share the same view and work safely.

Everyone works safely because they want to. That is the way that things are done in their organisation and that is how everybody else is behaving too.

People in the organisation who do not share this view are in the minority and are likely to come round to the group way of thinking and acting. This is because the culture of an organisation tends to be absorbed by its workers over time. Workers who do not adjust to the group way of thinking may either leave, because they don’t feel that they fit in, or possibly be dismissed for working unsafely.

In an organisation like this you can see that there is a clear link between safety culture and health and safety performance. People work safely, so there will be fewer accidents and less ill health. It is also easy to see why organisations strive to create a strong, positive safety culture because when there is one, it has a direct influence on worker behaviour.

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A company with a positive safety culture - all members of staff appreciate the importance of safety

NEGATIVE CULTUREIn an organisation with a weak, negative safety culture, the majority of workers think and feel that health and safety is not important; they are poorly educated in health and safety and see it as unnecessary or not important. There is a lack of clear direction and leadership from senior management. Managers do not think about health and safety in their decision-making and so let other priorities dictate their actions. Workers behave unsafely, often because they do not know any better.

Safety-conscious workers are in the minority and are likely to come round to the group way of thinking and acting over time; if not, they may well leave because they do not like the organisational culture and feel unsafe in the work situation.

You can see that in an organisation like this there will be a lack of attention to health and safety, standards will be low, behaviour will be poor and accidents may occur as a result.

A workplace with a negative safety culture, resulting in unsafe behaviour

INDICATORS USED TO ASSESS CULTURE It makes sense to try to assess an organisation’s safety culture to see whether it is strong and positive, or if there is room for improvement. But the safety culture of an organisation is quite difficult to assess directly because there is no one single feature or item that can be measured. Safety culture is partly defined as how people think and feel, their attitudes, their beliefs and their priorities. These are intangible concepts and almost impossible to measure. So, rather than trying to assess the safety culture directly, it is perhaps better to assess it indirectly by looking at the tangible outputs that can be used as indicators. There is no single indicator that can be used to assess safety culture; instead several indicators must be examined together.

AccidentsAccident records can be used to work out how many accidents are happening as a rate (e.g. number of accidents per 100,000 hours worked - more on this in Element 5). The accident rate for a particular organisation can be compared with the:

• Organisation’s performance in previous years. This will indicate whether the accident rate is increasing or decreasing. A decreasing rate might be seen as an indicator of a positive safety culture.

• Rate for other organisations that do the same work, or the industry average (often published by the authorities). This is the process of benchmarking. An accident rate that is higher than national average might be seen as an indicator of a negative safety culture.RR

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Looking at the standard of investigation that follows an accident and the effort that is put into preventing a recurrence is another way of using accidents as an indicator of safety culture. In an organisation:

• With a positive safety culture, much time and effort will go into investigating accidents, writing investigation reports and introducing follow-up action to prevent a recurrence.

• With a negative safety culture, superficial accident investigations are carried out, reports are of poor quality and follow-up action is either not taken, or is ineffective.

Sickness RatesA lot of ill health is caused, or made worse, by work. For example, in many countries, a huge number of working days are lost due to back pain and a significant proportion of that back pain will have been caused or made worse by the work that individuals are doing. So sickness rates can be used in the same way that accident rates are, as an indicator of safety culture.

AbsenteeismA high level of worker absenteeism indicates that workers are either not able, or not willing, to come to work. If they are not able, this might indicate that they are suffering ill health caused or worsened by work, as we noted above. If they are not willing, it indicates that they are withholding their labour for some reason. This is usually caused by poor workforce morale, which in turn can sometimes be linked to poor safety culture.

Staff TurnoverAn organisation with a positive safety culture is often a good place to work. Workers feel safe, morale is good, training is available, and workers are consulted about their working conditions. As a result, workers stay with their employer for a long period of time, so low staff turnover may indicate a good safety culture, while high staff turnover may indicate the opposite.

Compliance with Safety RulesIn an organisation with a positive safety culture, the majority of workers want to work safely, so they comply with the safety rules and procedures laid down by the organisation. When a formal, or informal, safety inspection or audit is carried out, a high level of compliance is seen. The safety culture has influenced workers’ behaviour in a positive way.

Where there is a negative safety culture, quite the reverse is apparent. Workers do not follow the rules, either because they do not know what they are doing (perhaps due to poor training) or because they know the rules but do not want to follow them (perhaps due to poor attitude). Workers are free to break the rules because of poor supervision; they know that they will not be punished.

Complaints About Working ConditionsThere is an obvious link between safety culture and the number and type of complaints made by workers (and workers’ safety representatives) to management. An organisation with a positive culture may actively encourage complaints, but few serious ones will be made. An organisation with a negative safety culture may actively discourage workers from complaining and many of the complaints made will be legitimate and serious ones.

INFLUENCE OF PEERSWhen people are put together into groups they interact. Some individuals will come to have a lot of influence over the group; others will have little influence. In this way a “hierarchy” is established within the group. Certain ways of behaving will become the “norm”, which will often be established by the more influential members of the group. A person wishing to become a member of the group will have to comply with the group norms. This pressure to comply with group norms is “peer group pressure”.

Peer group pressure is an important factor to take into account when thinking about safety-related behaviour. If a group is already working safely then peer group pressure will keep most people in that group in line. But if the group is working unsafely then peer group pressure will tend to force more and more workers to behave unsafely in an attempt to fit in with group norms. Even though workers may know that what they are doing is wrong and may want to do it the right way, the pressure to comply with their social group overcomes their personal apprehensions.

The behaviour of peer groups and the influence that peer group pressure has been allowed to exert on worker behaviour is often a good indicator of safety culture. In an organisation with a positive culture, peer group pressure is in line with safe behaviour. In an organisation with a negative culture, peer group pressure is driving unsafe behaviours and this has not been challenged by management.

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MORE…

www.hse.gov.uk/humanfactors/topics/culture.htm

REVISION QUESTIONS

2. Define “health and safety culture”.

3. How do an individual’s peers exert influence over his/her behaviour?

(Suggested Answers are at the end.)RRC

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NEBOSH National General Certificate · NEBOSH Certificate Unit NGC1 – Week 1 - Day 3 Approx....

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