Core Elements for Health and Safety Management

7/26/2019 Core Elements for Health and Safety Management

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CORE ELEMENTS OF MANAGING FOR HEALTH AND SAFETY

Organizations will have management processes or arrangements to deal withpayroll, personnel issues, fnance and quality control managing health and saetyis no dierent.

To help you comply with the law, Health and aety !rogram encourages a common"sense and practical approach to managing health and saety. #t should $e part o theeveryday process o running an organization and an integral part o wor%place$ehaviors and attitudes.

&hatever your industry, or the size or nature o your organization, the coreelements to eectively managing or health and saety are'

leadership and management( a trained)s%illed wor%orce( an environment where people are trusted and involved.

Health and aety advocates that all o these elements, underpinned $y anunderstanding o the profle o ris%s the organization creates or aces, are needed.

&hat does the law say*

&e have a legal duty to put in place suita$le arrangements to manage or healthand saety. The +anagement o Health and aety as preerred $y O- OHempowers the organization to control health and saety ris%s.

/s a minimum, the organization should have the processes and procedures requiredto meetthe legal requirements, including'

/ written health and saety policy 0i you employ fve or more people1( /ssessments o the ris%s to employees, contractors, customers, partners,and any other people who could $e aected $y the activities andrecord the signifcant fndings in writing 0with fve or more peopleemployed1. /ny ris% assessment must $e 2suita$le and su3cient4( /rrangements or the eective planning, organization, control, monitoringand review o the preventive and protective measures that come rom ris%assessment( /ccess to competent health and saety advice 0O- OH 5enter1( #nstruction and training or employees in how to deal with the ris%s( nsuring that there is adequate and appropriate supervision in place( 5onsultation with employees a$out their ris%s at wor% and currentpreventive and protective measures.


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-eadership

6igure 7' The core elements

+anaging $usiness ris%s

+anaging or health and saety

-eaders, owners, trustees and line managers need to consider i they aredoing enough to manage or health and saety eectively. &e need to answerundamental questions such as'

&hat are the strengths and wea%nesses o the organization4s health andsaety perormance, and are there any $arriers to change* How relia$le and sustaina$le or the uture are the measures currently inplace* # the organization is getting ris% control right, why is that* 6or e8ample,does perormance depend on one person4s dedication and enthusiasm or isit a %ey value across the organization* # there are pro$lems, what are the underlying reasons, e.g., competence,resources, accounta$ility, or lac% o engagement with the wor%orce* Have they learned rom situations where things have gone wrong*

9is% profling

ective leaders and line managers %now the ris%s their organizations ace,ran% them in order o importance and ta%e action to control them. The rangeo ris%s goes $eyond health and saety ris%s to include quality, environmentaland asset damage, $ut issues in one area could impact in another.

-eading and managing or health and saety

+anageme

5omplian&or%er

-egal 5ompliance9is%


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-eaders, at all levels, need to understand the range o health and saety ris%sin their part o the organization and to give proportionate attention to each othem. This applies to the level o detail and eort put into assessing the ris%s,implementing controls, supervising and monitoring.+ore advice on leading and managing or health and saety'

5ompetence

5ompetence is the a$ility to underta%e responsi$ilities and perorm activitiesto a recognized standard on a regular $asis. #t com$ines practical andthin%ing s%ills, %nowledge and e8perience.

&or%er consultation and involvement

/t its most eective, ull involvement o the wor%orce creates a culturewhere relationships $etween employers and employees are $ased oncolla$oration, trust and :oint pro$lem solving. mployees are involved inassessing wor%place ris%s and the development and review o wor%place

health and saety policies in partnership with the employer.

elivering eective arrangements' the !lan, o, 5hec%, /ct approach

+anaging health and saety can rarely $e achieved $y one"o interventions./ sustained and systematic approach is necessary.

&hile this may not always require a ormal health and saety managementsystem, whatever approach is used it pro$a$ly contains the steps Plan, Do,Check, Act0see 6igures ; and

!lanning1

efne and

communicate

accepta$le

perormance

and resources neededO !rofle ris%s)Organize or health and

saety )#mplement the plan.


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09is% profling, Organizing,

#mplementing the plan1

#dentiy and assess

ris%s)#dentiy controls)

9ecord and maintain

process saety

%nowledge

#mplement and manage

control measures

5H5? +easure perormance 0monitor $eore

events, investigate ater events1.

#nvestigating accidents)incidents)near

misses.

+easure and review

perormance)-earn

rom

measurements and

fndings o

investigations/5T 9eview perormance)/ct on lessons

learned.

-earning lessons and reviewing

perormances.

Plan, Do, Check, Act

Plan

Thin% a$out where the organization are at present and where it need to$e.

ay what the organization want to achieve, who will $e responsi$le orwhat, how to achieve the goals, and how to measuresuccess. #t is necessary to write down this policy and plan to

deliver it. ecide how to measure perormance. Thin% a$out ways to do this that

go $eyond loo%ing at accident fgures( loo% or activeindicators as well as reactive indicators.

5onsider fre and other emergencies. 5o"operate with anyone whoshares the wor%place and co"ordinate plans with them.

9emem$er to plan or changes and identiy any specifc legalrequirements that apply to the organization.

Do

#dentiy the ris% profle

/ssess the ris%s, identiy what could cause harm in the wor%place,who it could harm and how, and what to do to manage the ris%.

ecide what the priorities are and identiy the $iggest ris%s. Organize the activities to deliver the plan, in particular, aim to'

#nvolve wor%ers and communicate, so that everyone is clear onwhat is needed and

can discuss issues develop positive attitudes and $ehaviors. !rovide adequate resources, including competent advice where

needed.


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#mplement your plan ecide on the preventive and protective measures needed and put

them in place. !rovide the right tools and equipment to do the :o$ and %eep them

maintained. Train and instruct, to ensure everyone is competent to carry out

their wor%. upervise to ma%e sure that arrangements are ollowed.

Check

+easure the H > perormance +a%e sure that the plan has $een implemented 2paperwor%4 on its

own is not agood perormance measure.

/ssess how well the ris%s are $eing controlled and i the aims are$eing achieved. #n some circumstances ormal auditsmay $e useul.

#nvestigate the causes o accidents, incidents or near misses

Act

9eview the perormances -earn rom accidents and incidents, ill"health data, errors and

relevant e8perience,including rom other organizations.

9evisit plans, policy documents and ris% assessments to see i theyneed updating.

Ta%e action on lessons learned, including rom audit and inspectionreports.# there4s a need to go round the cycle more than once,

particularly when'

starting out(

developing a new process, product or service( or

implementing any change.

Documents

Core Elements for Health and Safety Management