Health & Safety Policy and Procedure · Following the implementation of the Alliance People Portfolio, a revised timeline for the review of HR policies has been agreed. This policy

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1

Following the implementation of the Alliance People Portfolio, a revised timeline for the review of HR policies has been agreed. This policy will therefore be reviewed in line with the new timeline and not the date specified within this document. Please note: Where legislative change has occurred, or is scheduled to occur, ahead of the revised review date, Dorset policy and associated procedures will be applied in line with prevailing legislation.

Reference No. P22:2004

Implementation date 1 September 2007

Version Number 3.6

Linked documents

Reference No: Name.

P17:2006 Risk Assessment Policy

P29:2009 Infectious and Parasitic Diseases Policy

P23:2006 Visual Display Screen Policy

P09:2004 No Smoking Policy

P02:2011 Accident, Near-miss Reporting Policy

P12:2006 Control of Noise Policy

P01:2008 Management of Fire/Bomb/Arson Safety Policy

P11:2010 First Aid at Work Policy

P08:2007 Management of Contractors Policy

P18:2000 Clinical Waste and Infection Control Policy

• Health & Safety

Policy and Procedure

Not Protectively Marked

Health & Safety Policy & Procedure P22:2004 v3.5 2

P27:2006 Managing Portable Electrical Equipment Policy

P26:2009 Management of Asbestos Policy

P09:2010 Management of Violence, Aggression and abuse Policy

P28:2005 Control of Substances Hazardous to Health Policy

P16:2004 Manual Handling Policy

P16:2004 Health Monitoring Policy

Suitable for Publication

Policy Section Yes Procedure Section Yes

Protective Marking


PRINTED VERSIONS SHOULD NOT BE RELIED UPON. THE MOST UP TO DATE VERSION CAN BE FOUND ON THE FORCE INTRANET POLICIES SITE.



Table of Contents

1 Policy Section ................................................................................................................ 5

1.1 Statement of Intent – Aim and Rationale ......................................................................... 5 1.2 Our Visions and Values ................................................................................................... 5 1.3 People, Confidence and Equality ..................................................................................... 6

2 Standards ....................................................................................................................... 7

2.1 Legal Basis ...................................................................................................................... 7 2.2 People, Confidence and Equality Impact Assessment ..................................................... 7 2.3 Any Other Standards ....................................................................................................... 7 2.4 Monitoring / Feedback ..................................................................................................... 7

3 Procedure Section ......................................................................................................... 8

3.1 Health and Safety Policy Makers ..................................................................................... 8 3.1.1 The Police and Crime Commissioner (Corporations Sole) .............................................. 8 3.1.2 The Chief Constable of Dorset Police (Corporations Sole).............................................. 8 3.1.3 Deputy Chief Constable, Assistant Chief Constable (Operations), Assistant Chief Officer

........................................................................................................................................ 8 3.1.4 Director of Human Resources (Health and Safety Director) ............................................ 8 3.2 Health and safety planners .............................................................................................. 9 3.2.1 Commanders and Heads of Departments ....................................................................... 9 3.2.2 Head of Personnel Services (Health and Safety Manager) ........................................... 10 3.3 Health & Safety Implementers/Advisers ......................................................................... 10 3.3.1 Health and Safety Responsibilities of all Managers ....................................................... 10 3.3.2 Health and Safety obligations and responsibilities of Police Officers, Police Staff,

members of the Special Constabulary and Volunteers .................................................. 11 3.3.3 HR Specialist (Health & Safety) ..................................................................................... 12 3.3.4 The Health and Safety Unit ........................................................................................... 13 3.3.5 Welfare Officer .............................................................................................................. 14 3.3.6 The Force’s Occupational Health Provision ................................................................... 15 3.4 Health and Safety Consultation ..................................................................................... 16 3.4.1 Appointed Health and Safety Representatives .............................................................. 16 3.4.2 Health, Safety and Wellbeing Group ............................................................................. 17 3.4.3 Health, Safety and Wellbeing Group Meetings .............................................................. 18 3.5 Health and Safety Warning Notification Process ........................................................... 18 3.5.1 Informal Stage ............................................................................................................... 18 3.5.2 Immediate/Deferred Warning Notice Process ............................................................... 18 3.5.3 Stage 1 – Green Notification ......................................................................................... 18 3.5.4 Stage 2 – Amber Notification ......................................................................................... 19 3.5.5 Stage 3 – Red Notification ............................................................................................. 19



4 Consultation and Authorisation ................................................................................. 20

4.1 Consultation ................................................................................................................... 20 4.2 Authorisation of this version ........................................................................................... 20

5 Version Control ........................................................................................................... 20

5.1 Review ........................................................................................................................... 20 5.2 Version History .............................................................................................................. 20 5.3 Related Forms ............................................................................................................... 22 5.4 Document History .......................................................................................................... 22

Appendix B – The Force’s Health and Safety Management System ...................................... 24

1. The Benefit of Good Health and Safety Management ................................................... 24 2. What is a Health and Management System? ................................................................. 24 3. Organising for Health and Safety ................................................................................... 25 4. Policy Makers: (Chief Officers) ...................................................................................... 25 5 Planners: (Police Commanders, Heads of Department) ................................................ 25 6 Implementers: (Remainder of Staff) ............................................................................... 26 7. Controlling Risk .............................................................................................................. 26 8. The Importance that Managers/Supervisors Play in the Safety Management System .. 27 9. Resources for Health and Safety ................................................................................... 27 10. Supervision .................................................................................................................... 28 11 The Value of Looking After the Organisation’s Greatest Asset, its Staff ........................ 29 12. The Corporate Planning Process ................................................................................... 29 13. The Operational Planning Process ................................................................................ 30 14. The Health and Safety Policy/Procedures Process ....................................................... 30 15. The Consultation Process .............................................................................................. 31 16. Health and Safety Quarterly Performance Review ........................................................ 31 17. Active Monitoring ........................................................................................................... 32 18. Reactive Monitoring ....................................................................................................... 34 19. Health and Safety Audit Process ................................................................................... 34 20. Communicating Health and Safety ................................................................................ 35 21. The Provision of Competent Assistance ........................................................................ 37 22. Health and Safety Walkthrough Procedures (Active Monitoring) ................................... 38 23. Consultation ................................................................................................................... 38 24. Health and Safety Representatives................................................................................ 39 25. Health and Safety Representative Inspections of the Workplace .................................. 40 26. Health and Safety Training ............................................................................................ 40



1 Policy Section

1.1 Statement of Intent – Aim and Rationale

The Aim of this policy is to set a clear health and safety direction for the organisation to follow and contains the general intentions and objectives of the organisation. It’s vision as to how health and safety is to be implemented into the organisation. It puts into place arrangements to enable Dorset Police to take all reasonable actions to ensure an ongoing safe and healthy working environment for all its employees and to other persons who could be affected by Dorset Police’s undertaking with regard for their health, safety and wellbeing. Effective health and safety policies contribute to operational performance by: supporting human resource development, recognising that accidents, ill health and incidents can result from failings in management control and are not necessarily the fault of individual staff and ensure there is a systematic approach to the identification of risks and the allocation of resources to control them. Dorset Police attach great importance and are fully committed to safeguarding the health, safety and wellbeing of all its employers and other people who could be affected through its operational and non-operational work activities so far as is reasonable practicable. Dorset Police accept that effective health and safety management systems makes good business sense in reducing lost time and resources. Dorset Police staff invariably have to deal with risks created by others which they have little control of. It is therefore, important not to lose sight of the sometimes very dynamic work situations that staff may find themselves in. The current thinking should be towards risk reduction (mitigating risk) rather than risk aversion by taking a pragmatic common sense approach to health and safety. This policy, depending on the individual circumstances can apply to both the Chief Constable as the employer of Police Officers and Police Staff and the Office of the Police and Crime Commissioner as the employer of staff employed by them. Where the phrase ‘’Dorset Police’’ is stipulated, this policy may apply to the Chief Constable or the Office of the Police and Crime Commissioner, or potentially both acknowledging that they are in their own right separate corporations sole and both have legal responsibilities under the Health and Safety At Work etc Act 1974.

1.2 Our Visions and Values

Dorset Police is committed to the principles of “One Team, One Vision – A Safer Dorset for You”

Our strategic priority is to achieve two clear objectives:

To make Dorset safer To make Dorset feel safer



In doing this we will act in accordance with our values of:

Integrity Professionalism Fairness and Respect

National Decision Model The National Decision Model (NDM) is the primary decision-making model used in Dorset Police. The NDM is inherently flexible and is applied to the development and review of all policy, procedure, strategy, project, plan or guidance. Understanding, using and measuring the NDM ensures that we are able to make ethical (see Code of Ethics), proportionate and defensible decisions in relation to policy, procedure, strategy, project, plan or guidance. Code of Ethics The Code of Ethics underpins every day policy, procedures, decision and action in policing today. The Code of Ethics is an everyday business consideration. This document has been developed with the Code of Ethics at the heart ensuring consideration of the 9 Policing principles and the 10 standards of professional behaviour. Monitoring is carried out through the Equality Impact Assessment process which has been designed to specifically include the Code of Ethics.

1.3 People, Confidence and Equality

This document seeks to achieve the priority to make Dorset feel safer by securing trust and confidence. Research identifies that this is achieved through delivering services which:

Address individual needs and expectations Improve perceptions of order and community cohesion Focus on community priorities Demonstrate professionalism Express Force values Instil confidence in staff

This document also recognises that some people will be part of many communities defined by different characteristics. It is probable that all people share common needs and expectations whilst at the same time everyone is different. Comprehensive consultation and surveying has identified a common need and expectation for communities in Dorset to be:-

• Listened to

• Kept informed

• Protected, and

• Supported



2 Standards

2.1 Legal Basis

The Health and Safety at Work etc Act 1974 Sec 2, Para, (3) sets out the duty of every employer to prepare, review and revise a written statement of their general policy with respect to the health and safety of its employees and the organisational arrangements for carrying out that policy. It also requires that the policy and any subsequent revisions are brought to the notice of its employees. The General Health and Safety statement should be read in conjunction with this policy. This document is intended to state the commitment that both organisations gives to health and safety and secondly and more importantly, to provide a mechanism to allow the Chief Constable and the Police and Crime Commissioner, where applicable, to promulgate their policy to their staff for protecting their health, safety and welfare. Dorset Police will endeavour to work in partnership with UNISON and the staff association’s health and safety representatives wherever possible in promoting health and safety.

2.2 People, Confidence and Equality Impact Assessment

During the creation of this document, this business area is subject to an assessment process entitled “People, Confidence and Equality Impact Assessment (EIA)”. Its aim is to establish the impact of the business area on all people and to also ensure that it complies with the requirements imposed by a range of legislation.

2.3 Any Other Standards The Association of Chief Police Officers of England, Wales and Northern Ireland. A publication entitled ‘’A Police Health and Safety – a Management Benchmarking Standard’’.

2.4 Monitoring / Feedback This policy will be monitored and reviewed by the HR Specialist (Health and Safety) and the Health, Safety and Wellbeing Group. The Human Resources Business Support teams will continually monitor the effectiveness of the arrangements and will notify the HR Specialist (Health and Safety) of any issues.

Feedback relating to this procedure can be made in writing or by e-mail to:

Robert Aiston, HR Specialist (Health and Safety), Address: Dorset Police Headquarters, Winfrith, Dorset, DT2 8DZ E-mail: [email protected] Telephone: 01305 223724



3 Procedure Section

3.1 Health and Safety Policy Makers

3.1.1 The Police and Crime Commissioner (Corporations Sole) The Office of the Police and Crime Commissioner is a corporation’s sole in its own right and is an employer of Staff separate from the Chief Constable. The role of the Police and Crime Commissioner is to set the strategic policing priorities and hold the chief constable to account for the delivery of Policing by the Force in the county of Dorset.

3.1.2 The Chief Constable of Dorset Police (Corporations Sole) The Chief Constable as the corporations sole has overall and final responsibility for Health and safety in Dorset Police. They are the employer of Police Officers and Police staff and are responsible for the satisfactory implementation of Dorset Police’s Health and safety Policy and the management of health and safety matters and procedures in the Force. The Chief Constable sets the overall objectives, direction and control of health and safety matters within the Force. The Chief Constable will ensure that responsibilities for managing health and safety in the Force are properly assigned and that adequate resources are available for health and safety issues. The Chief Constable has assigned the responsibility for ensuring that health and safety is implemented within the organisation to the Human Resources Director (HEALTH AND SAFETY DIRECTOR) In cases where individuals are failing to meet their responsibilities under legislation and/or Force Policy, the Chief Constable will ensure that correct action is taken and that disciplinary proceedings are considered against the appropriate individual if relevant.

3.1.3 Deputy Chief Constable, Assistant Chief Constable (Operations), Assistant Chief Officer All the aforementioned senior officers are responsible to the Chief Constable for ensuring the effective implementation of Dorset Police’s Health, Safety and Welfare policies and arrangements in their respective areas of control within the Force.

3.1.4 Director of Human Resources (Health and Safety Director) The Director of Human Resources is the lead member of the command team responsible for health and safety in the Force. They are responsible to the Chief Constable for ensuring the effective implementation of Dorset Police’s Health, Safety and Welfare policy and arrangements throughout the Force in consultation with the other command team members. They will be responsible for the adoption of Force policies and procedures relating to health, safety and welfare issues through their role as Chair of the Peoples Board. They are responsible for bringing to the attention of the Chief Constable any health and safety issues which they believe have a corporate implication. The functional day-to-day management and implementation of the Force’s safety policy, arrangements and guidance is the responsibility of individual Police Commanders and Departmental Heads



3.2 Health and safety planners

3.2.1 Commanders and Heads of Departments Commanders and Heads of Department are ultimately responsible to their relevant Chief Officer for ensuring the health and safety of their staff so far as is reasonably practicable. The responsibility for the effective implementation of the Force’s Health and Safety Policy and arrangements throughout their area of control areas lies with them alone. Police Commanders and Heads of Departments although being ultimately responsible for ensuring that all matters dealing with health and safety and fire safety are satisfactorily implemented within their areas of control, may if they wish, assign the task to a competent member of staff who has received suitable training to ensure that health and safety matters are satisfactorily addressed. However, they cannot delegate the ultimate responsibility for health and safety in their areas of responsibility. Responsibility remains with the Police Commander or Departmental Head. For the sake of clarity the Health and Safety Unit will support Police Commanders and Heads of Departments with implementing health and safety. Specific responsibilities are:

• To liaise and seek advice and guidance from the Health and Safety Unit

• To have in place arrangements for ensuring that all operational and non-operational work activities within their area of responsibility are carried out in a safe manner so far as is reasonably practicable and in accordance with any published Force policy, Force issued guidance material, safe systems of work, or relevant risk assessments;

• To have in place arrangements for ensuring that persons under their control

receive suitable and adequate information, instruction, training and supervision so as to enable them to carry out their tasks in a manner which, so far as is reasonably practicable, does not unnecessarily prejudice their health, safety and welfare or that of others;

• To have in place arrangements for ensuring that any plant, equipment and

substances are used safely and if appropriate, correctly maintained, used only for its intended purpose and used only by an appropriately competent person trained in its use it so far as is reasonably practicable;

• To have in place arrangements for ensuring that all protective clothing when

required through an informed risk assessment is correctly used, maintained and suitable accommodation is provided when not in use;

• To have in place arrangements for ensuring that items provided pursuant to

certain health and safety statutory provisions, e.g. fire extinguishers etc, are not interfered with or misused;

• To have in place arrangements for ensuring that the working environment, this

includes areas provided by the employer for rest and recreational use, within their area of responsibility, so far as is reasonably practicable, is safe and without risks to health with adequate facilities in place with regard to welfare;



• To have in place arrangements for ensuring that accidents and incidents

(including near misses) which occur within their areas of responsibility are promptly notified to the Health and Safety Unit so that prompt investigation and any remedial action required is taken where appropriate;

• To have in place arrangements for ensuring that work, being undertaken by

visiting contractors, that they have instructed within their areas of responsibility, is carried out in a manner which does not prejudice the health and safety of Dorset Police staff and others persons;

• To set a personal example by not condoning bad working practices.

Where one Policing Command or department is responsible for the management of a building/area and staff from another command or Department occupy areas within that area/building, the conduct of staff will remain the responsibility of the employing Police Command or Department. The exception is issues that relate directly to the physical accommodation, fabric and common areas of the building which remain the responsibility of the host Policing command or Department through their site senior manager.

3.2.2 Head of Personnel Services (Health and Safety Manager) The Health and Safety Manager’s responsibilities are:

• Ensure that the Force Health, Safety and Wellbeing Group convene every three

months and act as Chair of that Group; • (They are the first point of contact regarding staff grievances which have not

been resolved locally as represented by the individual(s), their supervisors or representatives of the trade union or staff association concerning health, safety and welfare issues;

• Submit Health and Safety Policies to the Strategic Peoples Board for approval; • Bring to the immediate attention of the Director of Human Resources any health

and safety matter which they believe is of corporate significance.

The Head of Personnel Services will assume the duties of the Health and Safety Manager and is responsible to the Director of Human Resources (H&S Director) for ensuring the satisfactory provision of day-to-day professional health and safety advice, guidance and information throughout the Force. The resources for enabling the Health and Safety Manager to provide that provision is through the Health and Safety Unit.

3.3 Health & Safety Implementers/Advisers

3.3.1 Health and Safety Responsibilities of all Managers The Chief Constable expects senior managers and managers at all levels of the organisation whether they be police officers or police staff to be instrumental in ensuring that Force health and safety policies, procedures and arrangements are satisfactorily implemented and remain effective within their areas of control. Where shortfalls are identified, these are to be formally brought to the attention of more senior management in writing. Equally important is the requirement to ensure that when appropriate that they take prompt remedial action to ensure that risks are appropriately managed.



Managers are very important in getting the overall safety message across to all staff for which they are responsible for. They can strongly influence others through their actions or inactions, by either condoning, through neglect or by conniving to unsafe working practices. The Chief Constable expects senior managers and managers to conduct safety tours of their area of responsibility every three months. This is in addition to the monthly walkthrough arrangement. This visually demonstrates to staff that managers are actively committed to their staff’s health, safety and wellbeing.

3.3.2 Health and Safety obligations and responsibilities of Police Officers, Police Staff, members of the Special Constabulary and Volunteers Improvements in health and safety can only take place if all concerned take an active part. Health and safety involves everyone in the organisation. Every person has a moral and statutory duty to consider other colleagues health and safety in what they do or fail to do. Their action or inaction could result in an accident and a colleague being needlessly hurt or to suffer ill health. Employment contracts have in them an implied common law duty of care which places obligations both on an employer and on an employee. The Health and Safety at Work etc Act 1974, Sections 7 and 8 and the Management of Health and Safety at Work Regulations 1999 regulation 14, place statutory obligations on the conduct of employees whilst in the course of their work. All personnel are required to take reasonable care for the health and safety of themselves and of other persons who may be affected by their acts or omissions at work and to co-operate with their employer so that they may fulfil their statutory and common law health and safety obligations to employees. The message is, see it, sort it but do not ignore it. These obligations are in the main commonsense and are as follows. Staff will be expected to:

• Comply with all reasonable instructions given by the employer; • Have knowledge of and have read any risk assessment applicable to their role; • Wear the appropriate protective clothing in the prescribed manner where the

need has been identified through a risk assessment or other document; • Report any defects in plant, equipment or personal protective equipment as soon

as practicable to their line manager; • Use the correct machine guards and any other safety device or feature in

accordance with the prescribed manner; • Carry out all work operations in accordance with any documented safe system of

work or issued work instruction; • Report to the manager or immediate supervisor any accident or incident

immediately; • Notify their manager of any work situation which they believe might present a

serious and imminent danger to any person;



• Use the correct tools, equipment and substances as provided by the Force for

the work to be undertaken; • Notify their line manager promptly having identified what they believe to be a

shortcoming in the Force’s health and safety arrangements, so that remedial action may be promptly considered;

• Co-operate in the investigation of accident and incidents with the prime aim of preventing a reoccurrence and learning from the event;

• Avoid taking any unauthorised short cuts whilst in the course of their work; • Not to intentionally interfere with or misuse anything provided in the interests of

health, safety and welfare.

3.3.3 HR Specialist (Health & Safety) The HR Specialist (Health and Safety) provides the strategic direction for the Force’s policy framework specialising in Health and Safety. They are responsible for identifying, developing and implementing the appropriate framework to underpin the Force’s overall strategic aims and modernisation and organisational change agenda, engaging relevant stakeholders as appropriate. The HR Specialist (Health and Safety) is directly responsible to the Force Health and Safety Manager (Head of Personnel Services). The following represents the activities undertaken by the HR Specialist (Health and Safety):

• Provide advice and guidance on the interpretation, implementation and

application of health and safety legislation, codes of practice and guidance material as it affects the Force;

• Be a member of and contribute to the Health, Safety and Wellbeing Group, the Force Risk Management Board and the Officer, Staff Safety Group.

• HR Specialist (Health and Safety) prioritises and determines a plan of monitoring for the Health and Safety Unit to undertake to ensure that the Force’s preventative and protective measures are in place and effective.

• When requested provide prompt and effective health and safety advice to any member of the Force;

• Review and co-ordinate the Force’s internal and external health and safety training requirements;

• Administer and interpret the effective implementation of the Force’s Health and Safety policy;

• Review existing Health and Safety policies and propose amendments as necessary to the Force Health and Safety Manager;

• Create new Health and Safety Policies when necessary and submit to the Health, Safety and Wellbeing Group for submission to the Strategic Peoples Board;

• Advise management on future Health and Safety legislation and issues as they affect the Force;

• Liaise where required with members of the public, HSE, representatives of other local authorities and private sector organisations involved with the provision of health and safety services to the Force;



• Provide when requested information, instruction and training to those who have

responsibilities for health and safety matters, so far as is reasonably practicable;

• Provide advice and guidance to the Business Support Teams; • Periodically review the whole of the health and safety management system

including the elements of planning, organisation, control and monitoring to ensure that the whole system remains effective

3.3.4 The Health and Safety Unit The Health and Safety Unit provides a very important proactive and reactive interface function to Commands and Departments. The Unit provides the practical advice and guidance to managers etc on the implementation of Force policies etc. Their role occasionally requires them to be instrumental in undertaking and completing tasks where no controlling mind can be identified on a particular issue. The following represents the activities undertaken by the Health and Safety Unit:

• Investigating accidents - Preparing reports - Making recommendations.

Undertaking appropriate follow up action to ascertain compliance with any recommendation made;

• Review command and departmental A25s to ascertain if there is a reporting requirement under RIDDOR. Report to HSE;

• Undertake health and safety training as required; • Undertake second line VDU assessments and to identify if adaptations are

required and to make recommendations to the manager concerned; • Undertake a programme of annual Health and Safety Building and Arrangements

visits to premises with the local manager for that area in attendance. Matters requiring attention are to be drawn to the relevant manager or Department for their action in writing. They are to assist where ever possible with the resolution of issues that have been identified.

• They are to Co-ordinate and monitor the monthly walkthrough forms; • Carry out visits with managers to assist in any return to work / DDA assessment/

and completion of appropriate documentation on behalf of and/or in conjunction with manager and Senior HR Business Partner;

• Undertake fire risk assessment reviews in conjunction with the relevant manager and report any short comings in the building’s fire safety arrangements to that manager and any building fabric issues to the Building Services Manager as soon as practicable.

• Assist with the introduction of new health and safety initiatives and making recommendations to the relevant manager;

• Undertaking local site visits where contractual works are taking place ensuring compliance with H & S regulations and Force Policy;

• Undertaking planned fire evacuation exercises as appropriate, assisting with their organisation and rectification of identified issues in conjunction with relevant managers;



• Identifying Police command and Departmental Fire Warden requirements

(resources and training) and ensuring that appropriate arrangements have been put in place;

• Advising managers on health and safety matters including advising custodians on the preparation of risk assessments.

• Undertake the annual Review of Risk Assessments; • Attending pre-contract building meetings; • Attending Police command and Departmental meetings as required where H & S

advice is required; • Advising on purchase of H&S equipment and its usage; • Advise on the management of staff with a Disability where requested; • Undertake active monitoring of areas previously determined by the HR Specialist

(Health and Safety)

3.3.5 Welfare Officer The Welfare Officer is responsible to the Director of Human Resources for supporting the Force’s Health and Safety Policy with particular reference to psychological aspects of Health and Safety, the mental, emotional and wellbeing of all employees of Dorset Police. The Safety Management Procedures document Appendix B contains a comprehensive list of all duties.

The Welfare Officer’s responsibilities are:

• To provide a confidential, cost effective Welfare Service to all members of

Dorset Police and where appropriate, and their families; • To liaise closely with the Employee Assistance Programme (EAP) to ensure

that trends and concerns relating to health and safety are identified and that the best service possible is provided to the Force;

• To facilitate a confidential counselling service by referrals to the EAP or to the external counselling service. Provide specialist support for the staff experiencing the effects of trauma;

• To co-ordinate the Force in-house mediation scheme. Ensure that mediators are sufficiently trained to provide an informal conflict resolution service;

• To undertake stress audits on a regular basis to identify areas of the Force where stress levels have the potential to result in sickness, poor working relationships or reduced performance;

• To develop and maintain effective working relationships with management teams, line managers, Staff Associations, Trade Union and HR Managers. To provide professional advice and support to assist with staff experiencing stress and psychological illness, by offering creative and effective solutions to problems;

• To provide professional advice and knowledge of best practice to inform the development of force policies in relation to issues such as management of stress etc;

• To contribute to the Force’s post incident procedures and if required assist senior managers to manage the psychological aspects of critical incidents;

• To manage the Dorset Police Welfare Fund. To encourage membership and assist members who are experiencing an unforeseen financial crisis;



• To manage and co-ordinate the psychological element of the Health Monitoring

Programme by ensuring that ‘vulnerable’ groups have access to appropriate professional support.

• To review the programme on a 12 monthly basis and to identify groups of staff who may be at risk;

• To attend management meetings or case conferences to give advice on issues relating to stress and psychological illness e.g. depression, substance misuse, bullying and other areas which might impact on mental and emotional wellbeing in the workplace;

• To provide training to staff at all levels on subjects which will enhance emotional wellbeing in the workplace and improve the confidence of managers who are required at times to ‘manage’ difficult people issues.

3.3.6 The Force’s Occupational Health Provision The main philosophy of providing occupational medical services is to pro-actively manage the health and wellbeing of employees in the workplace so as to avoid the onset of ill health associated with work. Certain legislation requires an employer to provide health monitoring for its employees where a known health risk relating to a specific work activity is known to exist which could subsequently give rise to ill health and absenteeism from the workplace. The Force has an external Occupational Health provision (OHP) with the majority of medical services provided through one contractor. However, the service is also operated in tandem with a small number of other external medical providers for example physical therapies, employee assistance programme provider, specialist counsellors, etc.

The OHP contributes directly to service delivery and securing best value by promoting and maintaining the physical, mental and social wellbeing of staff in order to:

• Reduce long term ill health and short term absenteeism; • Reduce the cost of staff absence and sickness; • Provide management support in a consistent, timely and professional way; • Ensure compliance with relevant legislation; • Minimise the risk of legal claims against the Force; • Secure and maintain effective personal and organisational performance.

Occupational Health Nurses and Force Medical Advisors work within a framework of safeguarding not only the health of the employee but also others who may be affected by work activity, together with protecting the organisation from the outcomes of work related ill health. In situations where work is ‘safety critical’, or where incapacitating illness poses a significant risk to employees or others, then any health advice is central to a proper assessment and control of any risks. The OHP advises the Chief Constable on a wide range of medical matters but covering the following broad areas:

• Pre-employment screening including medicals and drugs testing; • Management referrals for short and long term health issues; • Ad-hoc screening/assessment for example extension of service medicals; • Ill health retirement and injury on duty awards and reviews;



• Health monitoring and general health and safety issues.

Line Managers, supported by dedicated Human Resources Business Support Teams, are responsible for general day to day absence management and health and safety issues whilst the HR Service Support Team is responsible for all internal and external recruitment. For contractual purposes the HR Specialist (Absence Management and Wellbeing) is directly responsible for all compliance issues, strategy and policy/contract development in terms of occupational health matters.

3.4 Health and Safety Consultation

3.4.1 Appointed Health and Safety Representatives Parliament enacted legislation to promote the active participation of employees in developing health and safety measures through the ‘Safety Representatives and Safety Committees Regulations 1977’. The important role of the staff appointed health and safety representative is to actively participate in the Force’s accident prevention strategy by bringing to the employer’s attention matters which could affect the health, safety and welfare of all members of the Force. Their overall aim is to assist in promoting a safe and healthy working environment. Representatives need to ensure that they have received adequate training to enable them to carry out their functions satisfactorily.

The specific functions of the Safety Representatives are:

• To investigate potential hazards and bring their observations to the attention of management;

• To investigate complaints by a member of staff who they represent in matters relating to health, safety and welfare;

• To make representations to the employer via the Safety Manager on matters relating to health, safety and welfare;

• To represent the employees he/she was appointed to represent in consultations at the workplace with inspectors from the relevant enforcement authority;

• To investigate accidents and dangerous occurrences in consultation with the local manager or head of department if appropriate;

• To carry out routine workplace inspections when a substantial change has taken place in the workplace every three months, after giving reasonable notice in writing to the employer via the relevant manager;

• A copy of their inspection report may be provided to the local manager and the Health and Safety Unit;

• To receive information from the relevant Enforcement Authority; • On giving reasonable notice to the employer, to inspect and take copies of

documents relevant to a statutory provision; • Nominated appointed safety representatives may attend meetings of the

Health, Safety and Wellbeing Group where appointed by UNISON or the Staff associations at the discretion of the Force Health and Safety Manager;

• UNISON and the Staff Associations are required to notify the Safety Manager annually or as soon as practicable on election of appointed safety representatives;



• To enable appointed Safety Representatives to effectively undertake their function, one duty day per month is to be allocated by Police commanders and Departmental Heads to appointed Safety Representatives to enable them to undertake their statutory functions;

• Every effort must be made to co-ordinate any workplace inspection with the Departmental Head/local manager in appropriate circumstances before the inspection takes place;

• To bring to the prompt attention of the local manager or Head of Department any matter which in their view could give rise to injury or be a health hazard.

UNISON and the Police Federation have kindly agreed to represent any staff who are not members, who have concerns regarding a health and safety issue in the workplace. But they will not be able to assist where a member of staff intends to take civil action against either the organisation or Chief Constable due to an accident which has taken place at work.

3.4.2 Health, Safety and Wellbeing Group The purpose of the Health, Safety and Wellbeing Group is to provide a forum for consultation and discussion on all health, safety and wellbeing-related matters, to assist in evaluation of hazards and problems, to come up with suggested solutions and to promote essential feedback. The Group provides the focus for decision making. The Group shall contain sufficient expertise and shall adequately represent all interested parties from the Force. The composition of the Group rests with management and not by statute. The Group’s Terms of Reference can be referred to for clarity regarding the present makeup of the Group. Reference has been made to Safety Representatives and Safety Committees Regulations 1977 when considering the composition of this Group. The Group will be chaired by the Health & Safety Manager who will approve all Health, Safety and Wellbeing Policies and provide the formal link to the Strategic Peoples Board who will ultimately ratify all policies. The functions of the group are:

• The study of sickness, accident and notifiable disease data and to make

recommendations on any adverse trends. • Consider welfare reports and to make observations and recommendations as

appropriate. • Discuss and consider any safety reports. • Consideration of reports or any another document provided by the relevant

enforcement authority to the Force. • Consideration towards reports which safety representatives may wish to submit; • Provide assistance with the proposal and introduction of Force’s safe working

practices and Health and Wellbeing policies. • Monitor the effectiveness of policies as regards to welfare issues; • Monitor the effectiveness of all safety training associated with this group. • Monitor the effective implementation of the Force’s Health and Safety Policy

safety policy, identify shortcomings and make possible recommendations to the group.

• Assist in developing and promoting a good health and safety culture within the Force

• Where relevant take H, S & W related decisions on behalf of the Force that fall within the confines of existing strategy and/or policy.



• To consider and recommend the introduction of any new health and safety, welfare or wellbeing policy.

• The Study of sickness data and to consider making recommendations to reduce sickness absence.

• To receive, discuss and consider Occupational Health reports. • The Group to identify consider and propose any new potential creative initiative

which will enhance the health, safety and wellbeing of staff. • To consider any health and safety monitoring reports presented to the Group.

3.4.3 Health, Safety and Wellbeing Group Meetings The Secretary of the group will be provided by Administration Services who will be responsible for the circulation of agendas, preparation and distribution of minutes and co-ordination of meetings. Agenda items must be notified to the Secretary within two weeks of the meeting and late items should be submitted direct to the Secretary and may only be included with the permission of the Chairperson.

3.5 Health and Safety Warning Notification Process The system provides a warning notification process based upon the commonly understood “traffic light” system and as such gives a simple but effective formal structure to cover this important issue. It is recognised that in some situations solutions may not be possible within the set timescales, but it still remains valid to follow the notification process to ensure that the Force can provide a safe working environment so far as is reasonably practicable, to mitigate its liabilities and demonstrate that it has the issue in focus and is taking reasonable steps towards resolution.

It should be noted that this process does not override requirements for immediate action in cases where there is an imminent personal risk to either health or safety.

3.5.1 Informal Stage The Health and Safety Unit provides a wide range of health and safety advice to managers and employees across the Force area. In the vast majority of cases this advice is well received and appropriate action is taken to resolve any problems in a prompt and efficient manner. In such circumstances there is no need for a process of notification to more senior management.

3.5.2 Immediate/Deferred Warning Notice Process Situations may arise where the issuing officer is of the opinion, that an activity may or will involve a risk of immediate personal injury and may consider it appropriate to proceed to stage one immediately the situation has been drawn to his/her attention without recourse to informal discussions. The purpose being to put measures into place which will either avoid or mitigate an unacceptable risk without delay.

3.5.3 Stage 1 – Green Notification Occasionally situations will occur where the HR Specialist (Health & Safety) identifies an issue and local management in their opinion have failed to take appropriate action in a timely manner, or despite earlier advice a problem continues to reoccur thus leaving the Force and individuals vulnerable. When such a situation is identified a



formal “green” notification will be issued by the HR Specialist (Health & Safety). This notification will be provided to the relevant Head of Department/ Police Commander and copied to the Head of Personnel Services as Health and Safety Manager and to the individual manager concerned.

If, within 28 days of the notification, the Head of Department/Police Commander concerned confirms to the issuing officer in writing that the requirements of the notice have been satisfactorily addressed the requirements of the notice will be accepted as being complied with.

3.5.4 Stage 2 – Amber Notification If within 28 days of the “green” notification the issuing officer has not received written confirmation from the Head of Department/Police Commander that the issue has been resolved an “amber” notification will be sent out by the Force Health and Safety Manager. “Amber” notifications will be provided to the relevant Chief Officer and copied to the Director of Human Resources as Force Health and Safety Director. The purpose of this notification is to advise more senior management that an unacceptable health and safety risk remains outstanding, which could expose the force to unwanted potential criminal and civil legal action.

3.5.5 Stage 3 – Red Notification On very rare occasions an issue may continue to remain unresolved, despite earlier notifications. In such situations it is important that the Chief Constable as Head of the Organisation is informed. A “red” notification will therefore be sent to the Chief Constable by the Health and Safety Director (Director of Human Resources) if the issuing officer does not receive confirmation in writing that the issue has been resolved within 28 days of the “amber” notification being issued. Once a “red” notification has been issued the matter will be automatically added to the agenda of the Force’s Senior Management Board to ensure progress is continually monitored. If relevant, the Force’s Senior Management Board will forward a copy of the notice to the Police and Crime Commissioner.



4 Consultation and Authorisation

4.1 Consultation

4.2 Authorisation of this version Version No: 3.6 Name Signature Date

Prepared: Teri Roberts Teri Roberts - 7403

14.01.19

Quality assured:

Authorised:

Approved:

5 Version Control

5.1 Review

Date of next scheduled review Date: 1 YEAR FROM PUBLICATION

5.2 Version History Version Date Reason for Change Created / Amended by

1.0 Sept 2007 Initial Document Mr. R. Aiston 1.1 05.01.05 Reformatting Ms. M Ashdown 1.2 17.10.06

24.09.08 Update Fit for purpose

Mr. R. Aiston

2.0 July 2010 Greater Inclusion of Police Authority and structure changes

Mr. R. Aiston

3.0 October 2011

Police Command titles re-aligned to new Force structure. Clarification and

Mr. R. Aiston

Version No: Name Signature Date Police & Crime Commissioner

Police Federation

Superintendents Association

UNISON

Other Relevant Partners (if applicable)



Version Date Reason for Change Created / Amended by simplification of Senior Officers responsibilities, inclusion of organisational chart and definitions of; policy makers, planners, implementers. Expansion of document to include aspects of a safety management systems

3.1 August 2012

Document reformatted. Reviewed to take into account transitional arrangements from DPA to PCC, command restructure and general update

Mr. R. Aiston

3.2 March 2014

Document reviewed to reflect the second stage transfer arrangements and the restructure of the Forces Health and Safety resources

Mr. R. Aiston

3.3 October 2014

Appendix B paragraphs; 10- supervision, 12 - Corporate planning, 17- active monitoring, 19 - health and safety audit process, 20 - communicating health and safety have all been expanded to take into account the recommendations made in the health and safety audit of 2012. In addition changes have been incorporated which make the document more directional rather than informative and minor grammatical corrections.

Mr. R. Aiston

3.4 12/11/14 The policy has been reviewed in preparation for NICHE implementation (April 2015), no changes necessary

Policy Co-ordinator (6362)

3.5 18/5/16 The following changes have taken place; paragraphs 3.2.2 inclusion of ‘Strategic Peoples Board’, 3.3.2 inclusion of ‘ill health’, 3.3.3 Inclusion of ‘Strategic Peoples Board’, 3.3.6 replace ‘authority with ‘organisation’,3.4.1 replace ‘BST’ with ‘H&S unit’ and removed ‘Police Authority’ and replaced with ‘organisation’, 3.5.3 grammatical correction.

Mr. R. Aiston

3.6 14.01.19 Front page updated with statement to reflect harmonisation process.

Teri Roberts (7403)



5.3 Related Forms

Force Ref. No. Title / Name Version No.

Review Date

5.4 Document History Present Portfolio Holder Director HR – Graham Smith Present Document Owner Mr. P. Channon Present Owning Department HR Details only required for version 1.0 and any major amendment i.e. 2.0 or 3.0: Name of Board: HR Forum Date Approved: November 2006 Chief Officer Approving: Director of Human Resources

HR version January 2013





Appendix B – The Force’s Health and Safety Management System

1. The Benefit of Good Health and Safety Management Safety is no accident. There is recognition that accidents, ill health and incidents generally result from failings in management control and are not necessarily the fault of individuals. Organisation’s which successfully manage health and safety recognise the relationship between controlling risks, being efficient and the general health and safety of an organisation. Protecting the health and safety of staff and members of the public who could be affected by Dorset Police’s work activities is essential and it is important that it is led from the top of the organisation. Strong and active leadership from the top consists of; visible positive active commitment, active support, establishing effective downward communication systems, having an effective management structure and support.

Addressing health and safety should not be seen as a regulatory additional burden but rather as offering significant opportunities. The benefits are; reduced costs, reduced unnecessary risks to staff and others, reduced accidents and sickness, reduced staff turnover, improved standing among suppliers, partners and contractors, improved corporate standing, increased staff productivity through staff being; happier, healthier and better motivated and reduced risk of costly legal action. The costs of poor health and safety account for 200 people approximately killed in UK the work place each year. 30 million working days lost in a year due to occupational ill health and injury and many thousands of deaths each year can be attributed to latent occupational illnesses in the UK. Prosecutions under the corporate manslaughter and Corporate Homicide Act 2007 are a real possibility for any organisation. For a successful prosecution to take place it must be proven that a gross breach of a duty of care to the deceased was owed at senior level including systems and processes for managing health and safety (systemic failure). Fines can be up to £20 million pounds. Courts have additional powers to make publicity and or remedial orders.

2. What is a Health and Management System? Health and safety management system comprises of the total health and safety structure of an organisation and is ultimately designed to control health and safety risks. It consists of five main elements; Policy, Organising, Planning/implementation, Measuring and Audit/Review. Each element is broken down briefly as follows:

• Policy – set a clear direction for the organisation to follow; • Organising – having an effective management structure for putting policy/s into

effect; • Planning – a plan to satisfactorily implement health and safety policy/s; • Measure performance – measure performance against good practice/policies and

identify improvement; • Audit/review – an in depth look at the efficiency, effectiveness and reliability of the

total management system and to consider remedial actions.



3. Organising for Health and Safety The aim of the health and safety policy as previously stated is to set the clear direction for health and safety in the organisation. To enable this to successfully happen, the organisation has stated the duties and responsibilities for those staff that have key strategic positions and are able to influence the direction of health and safety within the organisation to enable health and safety to be satisfactory implemented. The Force’s organisational responsibilities are divided into three key tasks: policy makers, planners and implementers. This procedure outlines the mechanism for this to take place.

4. Policy Makers: (Chief Officers)

• Devise health and safety policy on possible recommendation from the HR Specialist (Health and Safety);

• They approve strategies and policies and integrate these into the general business area through the HR Director;

• Pursue health and safety objectives with evident sincerity and commitment; • Approve a structure within the Force for planning, measuring, reviewing and

auditing health and safety. The Chief Officers are the corporate lead in health and safety matters. They in affect ratify health and safety policy and strategic objectives placed before them having been previously drafted and consulted with all the key stakeholders by the HR Specialist (Health and Safety).

They approve detailed plans to achieve corporate health and safety objectives. The Chief Constable has assigned the responsibility for health and safety policy making and for ensuring that health and safety is implemented within the organisation to the Human Resources Director (HEALTH AND SAFETY DIRECTOR).

5 Planners: (Police Commanders, Heads of Department) Planners are expected implement the corporate health and safety objectives by; producing plans/strategies to achieve the corporate health and safety objectives within their business area. Planners are responsible for putting objectives into action. They are to;

• Action the corporate management arrangements, risk control systems and workplace precautions within their business area;

• Ensure appropriate consultation and active involvement of staff and their representatives in their business area.



6 Implementers: (Remainder of Staff)

Implementers are key stakeholders for ensuring the Planners objectives/targets are put in effect. They are important as they make things actual happen. As an implementer (carryout the task) you will be expected to;

(i) Implement/follow operational plans, management arrangements, risk control systems (risk assessments), workplace precautions, safe systems of work and performance standards;

(ii) Ensure that there is adequate provision of physical and human resources allocated to the task;

(iii) Provide feedback both up and down; (iv) Ensure effective communication up and down. (v) Ensure in your business area that procedures and systems are followed.

Implementers implement the corporate objectives.

The very last and most important consideration involves the positive active involvement of all staff. Staff make a very important contribution in actually ensuring that health and safety measures stay in place and that they remain effective. It is therefore expected those that manage/supervise staff to actively demonstrate positive commitment to health and safety procedures/systems and that staff follow and implement health and safety procedures.

7. Controlling Risk Life in general has many risks. Many risks cannot be avoided. Some risks are conscious risks such as rock climbing etc. Risks can be controlled by; avoiding them, reducing them by managing them or accepting them if the legislation allows you to. It is not feasible to eradicate all risks from the workplace. Any decision about a risk control method must take into account any relevant legal requirement. Every person generally has their own perception on what is an acceptable level of risk.

There are three duties of care standards in criminal law regarding health and safety to consider when applying risk. They are; shall, best practicable means and so far as is reasonably practicable. Shall, these words apply an absolute duty. It is not permissible to argue that it is impracticable. It must be done.

Best practicable means, this is a high standard but not an absolute one. If it is practicable it must be done. Clearly, if it is impossible to do it is not practicable to do it.

So far as is reasonably practicable. A significant amount of health and safety legislation is based on this duty. It is permissible to take into account on one hand the hazard and balance it against the time, cost, effort, inconvenience to counter it. The expression, cost versus risk is frequently used. The employer need do nothing if the risk and the measures to counter it can be shown to be grossly disproportionate.



The Force’s risk assessment process is the principle method of identifying and controlling risk. Risk assessment is nothing more than a careful examination of what work could cause harm to people.

Risks can be controlled by simply removing the hazard from the workplace. If this is not possible, resources must allocated to look at; combating the risks from the hazard at source, (engineering solutions), minimise any risk through safe systems of work and lastly, PPE (this relies on human behaviour to be fully successful), finally to do nothing if it can be shown to be grossly disproportionate to counter the risk. Managers/supervisors are to carefully evaluate the risks in their business areas by using the risk assessment matrix. Not all risks can be avoided and obtaining an absolute place of safety is not achievable.

8. The Importance that Managers/Supervisors Play in the Safety Management System The actions or (inactions) of decision makers/supervisors/managers/leaders will have a powerful influence on the attitudes on staff. Managers/leaders set the example. Managing health and safety is not unlike managing any other part of a business area. It must not be considered as an additional task (not a bolt on) but it must be an integral part of managing any area of work. Managers/supervisors set an example. They plan, direct, mentor, lead, help develop staff and are uniquely placed to influence how well the organisation achieves its health and safety obligations.

Managers/supervisors are the important link between senior management and staff. They are to ensure that health and safety policies are; correctly implemented in their area of responsibility, understood by the staff that they manage and ensure that senior management are made aware of any difficulties.

Managers/supervisors are required to ensure that staff whom they have responsibility for, are adequately supervised. The appropriate degree of supervision required is for the manager to decide and depends upon an individual’s competence. The greater the risk associated with the task, the greater degree of training and supervision required. Those that control work activities that contain associated hazards and risks are best placed to ensure that they are managed correctly.

9. Resources for Health and Safety The organisation provides resources for health and safety as follows:

The Force employs a competent person for health and safety namely the HR Specialist (Health and Safety) their primary role is to provide strategic direction to the Force and an oversight of the Force’s health and safety management system. The Force also employs a qualified health and safety advisor whose primary role is to provide day to day health and safety assistance, guidance and support to managers and staff.



(i) The Health and Safety Budget managed by the Purchasing Section; (ii) The Health and Safety Buildings Budget managed by the Buildings Services Unit; (iii) The Fire Precautions Budget (Buildings) Managed by the Building Services Unit; (iv) The Fire Precautions Budget (Fire Risk Assessments) managed by the contracts

section; (v) The Fire Precautions Training Budget managed by the Learning and Development

Unit. In addition the HR Specialist Health and Safety puts forward an annual training bid for health and safety training. As and when required competent outside assistance is sought when issues arise which are outside of the capability and competence of the in-Force resources.

10. Supervision Effective supervision is the fundamental part of any mechanism of any organisation. A supervisor’s role is to; set an example, lead, provide on-job counselling/learning, coaching and support, promote and implement health and safety guideline and procedures. Supervisors will receive appropriate training to enable them to undertake their health and safety responsibilities. Risk assessment training are included within their promotion training. This training will provided them with the necessary competence for them to be able them to undertake risk assessments. Levels of appropriate supervision will be influenced by the severity of the risks associated with the task and the competence of the staff involved. Competence is regarded as being; skill, knowledge, experience and training. Supervisors must give particular consideration to the work processors of staff that involves handling hazardous equipment/machinery/substances. Young, new or inexperienced staff, staff with special needs and new staff learning a new job who are undergoing on-the-job training will again require a greater degree of supervision. Supervisors will need to ensure that the working routines of lone working staff are supervised and monitored and systems are in place for their health and safety. This could be achieved by radio, a phone or periodic visits. Supervisors will need to consider staff shift patterns and the potential risk of fatigue. Shift handovers can be a period of increased risk. All supervisors/managers have a responsibility to ensure that the appropriate level of supervision is provided at all times. Ensuring adequate levels of supervision are in place at all times may be affected by available operational resources. Supervisors will need to ensure that staff understand the reason for safety procedures and that they are being followed and where they are not, advice must be given to ensure that they are.



11 The Value of Looking After the Organisation’s Greatest Asset, its Staff Looking after the health, safety and wellbeing of staff is fundamental in helping to retain knowledgeable and experienced staff. If all employees are to make a maximum contribution to health and safety and the Force objectives, there must be adequate arrangements in place to ensure that they are competent, that they are actively involved and consulted and there is a mechanism for them to communicate health and safety issues. Developing and training of staff is fundamental if they are to take an active part in ensuring that there is an effective organisational health and safety culture. Training should be seen as an investment. Staff morale is higher where staff can see where there is a positive visible commitment to health and safety from manager and supervisors. In addition, staff feel more committed to the organisation, they generally take less sickness are more productive and stay longer with the organisation. Poor morale can lead to; poor productivity, shortcuts and less care being taken which can lead to accidents. A happy, healthy workforce is a productive one. A fundamental part of any managers/supervisors role is looking after the wellbeing of their staff so they are happy in their work and are therefore more productive.

12. The Corporate Planning Process Corporate planning is setting the overall health and safety objectives for the organisation. Health and Safety objectives are equally important as other business objectives. The safety and welfare of staff is important in enabling the main policing objectives of the organisation to be achieved. Corporate Planning is essentially about putting arrangements in place for ensuring the satisfactory implementation of health and safety plans, policies and arrangements. Corporate planning is concerned with establishing and maintaining the organisation’s policies, structure and culture necessary for effective risk control at management level. It also includes actions to get long term health and safety objectives integrated into the overall business plan of the organisation. Corporate policy sets the direction of health and safety within the organisation. Health and safety is to be considered in all aspects of the business. Poor planning equals poor performance. The main sources of documentation within Dorset Police relating to the organisation’s corporate planning process from the bottom up are; the day to day tasking programme which incorporates in addition, those tasks contained in the Health and Safety Service Plan. The purpose of the Service Plan is to ensure that the main focus is always targeted on achieving the main corporate objectives. The Service Plan sets out the main health and safety objectives, priorities and contains progress and completion rates for the year. This document is reviewed and updated quarterly. The objectives for this document are derived from the three yearly Health and Safety Strategy Document. This document sets the Department’s health and safety objectives and is updated annually and links into the Human Resources Strategy. This in turn links into the Workforce Plan which links into the Organisation’s annual Corporate Policing Plan. The Service Plan is a standing agenda item and is discussed at the Health, Safety and Wellbeing Group and at the Strategic People Board meeting. There is staff representation at both meetings. Representation at



these meetings provides a mechanism for information to be cascaded down through the organisation. The information is also available to all staff via the Force wide intranet. The HR Specialist (Health and Safety Adviser) is responsible for setting the objectives in the Service Plan and the Health and Safety Strategy.

13. The Operational Planning Process Operational planning is concerned with the assessment of risks arising from the organisation’s activities and the maintenance of control measures. These risks are principally managed through the risk assessment process. Reference should be made to the Force’s Risk Assessment Policy. This policy contains details as to how the Force managers operational and non-operational risk.

14. The Health and Safety Policy/Procedures Process The HR (Health and Safety Specialist) is responsible for the generation and currency of all corporate health and safety documentation. The overarching health and safety policy is the organisation’s ‘‘Health and Safety Combined Policy and Procedure’’. This contains; a genuine commitment to action from senior management and sets out the general intentions, direction, approach and objectives of the organisation. It identifies personal responsibilities for satisfactorily implementing health and safety into the organisation. This is supported by the general Health and Safety Policy Statement. This contains the personal commitment of the Chief Constable to health and safety. Health and safety policies are introduced primarily to manage the organisation’s significant areas of potential risk i.e. manual handling, infectious diseases, portable electrical equipment etc. Health and safety policies are corporate documents and have a quasi-legal status. Their purpose is to give commitment and direction as to how the Chief Constable wishes risks within the organisation to be managed.

All new health and safety policy proposals must be subject to full consultation with duty holders and stakeholders before being approved and implemented. Policies and procedures must be easily available to every member of staff, written in a form that can be easily interpreted, understood and therefore easily implemented. All health and safety policies and procedures can be accessed via the Force wide intranet.

All health and safety policy significant revisions are to be brought to the attention of all staff by mention in Force General Orders. Policies are to be reviewed when there is a change in legislation, new knowledge, consequence of an untoward act or as stated on the policy by the Policy Unit whichever is sooner. All health and safety policies are written in the approved Force policy format applicable at the time, ratified by the Human resources Director (Health and Safety Director) and subject to document control as per Force policy. The HR Specialist (Health and Safety) is responsible for ensuring that all health and safety policies are reviewed and updated as required.



15. The Consultation Process Consultation is vital and can be achieved through many means such as meetings, informal discussions, the passing of documentation, joint visits/inspections etc. Organisations which have good consultation processes and active worker involvement generally have a good record in health and safety and less accidents etc. It is a legal requirement for all staff to be consulted on health and safety issues that affect them in the workplace, not just informed, The Force actively encourages and supports staff consultation in different ways. Consulting and involving the staff associations and union representatives is fundamental in providing a healthy and safe working environment. Consultation enables active staff participation and involvement to take place. Involving staff draws on their expertise, knowledge of the work and achieves cooperation, support and importantly, buy in to new ideas. Consultation not only involves the organisation giving information to staff but also listening to and taking into account the views of staff before making any health and safety decisions. The main avenue for consultation is the, Health, Safety and Wellbeing Group. This group meets quarterly. The statement of purpose for this group is contained in the Safety Management Procedures section of this document. Command areas and Departments must have a standing health and safety agenda item at senior management team meetings. This ensures that there is a mechanism for ensuring that health and safety issues can be first addressed locally and only those issues which have a corporate bearing or cannot be resolved locally are fed into the corporate Health, Safety and Wellbeing Group. This group is chaired by the Health and Safety Manager (Personnel Services Manager). Managers/supervisors must consult with their staff when; a change in working practices is proposed, the introduction of new equipment and proposed construction/refurbishment works are to take place where the health and safety of their staff could be affected. Consultation may take the form of being invited to participate in meetings or at the very least being provided with documentation relating to the matter concerned.

16. Health and Safety Quarterly Performance Review The Health and Safety Quarterly Performance review document puts into effect the objectives of the health and Safety Strategy. Each quarter a health and safety quarterly performance review document is prepared by the HR Specialist (Health and Safety) and presented to the Strategic People Board and the Health, Safety and Wellbeing Group. The document contents are as follows; Re active data consists of:

(i) Accident/near miss data; (ii) Lost working days data.



Active data consists of:

• Environmental scanning looking for forthcoming or changes to legislation, case law or health and safety developments;

• Risk register contains the perceived health and safety risks to the organisation; • Health and safety policy review which contains the present status of all health and

safety policies; Frequently, health and safety resources are diverted to action new demands possible of a higher priority. The purpose of the performance review document is to ensure that the main focus of work is not overlooked. The main part of the review document is the service plan. This sets out the main health and safety priorities and objectives.

17. Active Monitoring Active monitoring is the measuring of the effectiveness of performance of Force arrangements (policies and procedures) with the purpose of determining whether risks are being satisfactorily managed (controlled). Active monitoring will be undertaken on a risk assessment basis. Where there are statutory requirements to consider, these must be taken into consideration. Active monitoring gives the organisation feedback on its performance before an accident; incident or ill health takes place. Monitoring may involve ascertaining compliance with performance standards (policies). The purpose of monitoring is not only to ascertain compliance but to receive important feedback from policy implementers with the purpose of seeking continual improvement. Active monitoring measures success and reinforces positive achievement by rewarding good work

Active monitoring can take many forms and can consist of; examination of documents, the systematic inspection of workplaces. The checking of equipment, health monitoring, regular reports on health and safety, workplace monitoring, visits to the workplace to ascertain policy compliance, annual health and safety monitoring of premises and, supervisors observing the working practices of their staff etc. The annual premises health and safety monitoring procedure is undertaken by the Health and Safety Unit. The staff associations and UNISON are invited to attend. The monitoring will take the form of visiting the majority of Force premises with the aim of achieving a consistent Force-wide health and safety standard. A standard template checklist is used. An annual report is presented to the Health, Safety and Wellbeing Group who are responsible for monitoring this procedure. Reports are submitted to the Command lead/Head of Department. Any remedial action required is dependent on the level of risk and could be subject to action under the health and safety warning procedure Monthly walkthrough inspections are undertaken by managers using a premises inspection template. The results are monitored quarterly by the Health, Safety and Wellbeing Group. Refer to Paragraph 22 for more details.



Noise and environmental monitoring when required is undertaken by the Health and Safety Unit to check the effectiveness of control measures or when a change to the working practices have taken place. This generally requires the services of an outside competent assistance. The Health and Safety Unit are responsible for undertaking a programme of active monitoring. They will have the appropriate degree of competence to enable them to identify unsatisfactory conditions/procedures, evaluate the risks and recommend remedial action. They will seek advice/assistance where they lack the necessary expertise in a particular area. The appointed safety representatives of the Staff Associations and UNISON carry out Notified inspections of the workplace. The results are presented to the Health, Safety and Wellbeing Group and to the management of the area inspected. The Group are responsible for monitoring the progress towards actioning any recommendation and may liaise with the manager concerned if matters are not resolved. Part of active monitoring is the statutory inspection of certain equipment e.g. lifts, lifting equipment, local exhaust ventilation equipment (LEVs), pressure systems. This equipment is inspected by the Force’s Insurer and is in addition to regular maintenance. Copies of the inspection reports are forwarded to the Maintenance Department and the original (electronic) is retained by the Force’s insurance section. The Force’s insurance Section is responsible for coordinating the inspection of equipment requiring statutory inspection. An annual active monitoring visits programme is discussed and decided at the Health, Safety and Wellbeing Group meeting at the beginning of each year. A visits programme is decided and agreed consisting normally of three planned annual visits. The areas to be visited are decided on several factors; poor history of health and safety compliance, potential risk of activity to the organisation if controls are not adequately implemented, potential adverse consequences (media/ litigation) to the organisation and where uncertainty exists with regard to whether health and safety has been satisfactorily implemented in the Department/Police Command.

Draft monitoring reports are always to be provided to the Department/Police Command for comment before being released. Active monitoring reports are provided to; the Head of Department or Command, the Director of Health and Safety (Director of Human Resources), Health and Safety Manager (Head of Personnel Services), Staff associations and UNISON. They are to be placed before the Health, Safety and Wellbeing Group for discussion. Reports must contain recommendations if applicable; to whom the recommendations are addressed for remedial action and an agreed completion time. The Health and Safety Unit undertake an annual Health and Safety audit procedure of all Force owned buildings. The purpose is to ensure that all Force buildings are of a required consistent acceptable health and safety standard with regard to fire safety, first aid, walkthrough procedures, posters/notices, premises condition etc. The conclusions of the walkthrough process and the annual Health and Safety Buildings Audit are reported to the Health, Safety and Wellbeing group and form part of the Territorial Policing Command KPI figures.



18. Reactive Monitoring Reactive monitoring, by definition is triggered after an unfortunate event such as an accident/incident/near miss, ill health, damage to property has taken place or through a previously unrecognised hazard etc. Each of the above enables the organisation to check performance, learn from mistakes and improve the health and safety management system, policies and procedures. Reactive monitoring can inform decisions for the contents of an active monitoring programme. Force procedures for accident investigation can be located in the Force’s Accident Reporting Policy. The depth of an accident investigation must be in proportion to the seriousness or potential seriousness of the event. Good accident investigations identify both the immediate and underlying causes.

19. Health and Safety Audit Process

Previous disaster inquiries concentrated on individual human error and technical failings and did not recognise the impact of inadequate health and safety management systems (systemic management failings). Auditing subsequently becomes essential in actively identifying safety management system failures ideally before an untoward takes place. Auditing and review is the final process in the health and safety management control cycle.

The organisation is subject to other subject audits e.g. finance etc. Health and safety auditing is designed to look at the total health and safety management system with the purpose of reinforcing, maintaining and developing the organisations health and safety systems. The primary purpose of auditing is to ascertain the present effectiveness of the total health and safety management system and draw up plans for improvement. The Health and Safety Unit will be responsible for organising and coordinating auditing of the health and safety management system. The Health and Safety Unit will be responsible for ensuring that persons carrying out any health and safety auditing are competent to do so; are independent of the area being audited; have a relevant auditing qualification and are current in carrying out audits. The functions of an auditor are;

• The preparation of an audit programme in liaison with the Health and Safety Unit, • Opening the audit at an initial meeting, • Complying with the audit programme, • Communicating and clarifying the audit requirements, • Documenting observations accurately, • Closing the audit at a final meeting, • Submitting an audit report, • Providing assistance or guidance in carrying out of corrective action,



• Verifying the effectiveness of corrective actions taken as a result of the audit Active monitoring measures success and reinforces positive achievement by rewarding good work (if requested to do so),

• Treating all information with discretion, • Bring to the attention of those being audited at the time of the audit, any significant

health and safety issues. The responsibilities of those being audited are;

• Informing relevant employees about audit objectives, scope and requirements, • Providing access to relevant facilities and any evidence or material as requested by

the auditor • Appointing responsible persons to accompany the auditor, • Reviewing the audit findings and to implement any agreed corrective actions

The audit system employed should include the following;

• The general policy statement, • Organisational responsibilities for the health and safety management system, • Organisational procedures for the health and safety management system which

should include; control of the safety management system, the co-operation and involvement of employees, the communication of health and safety information, the competence of employees, planning of the health and safety management system, implementation of the health and safety management system, measuring health and safety performance, reviewing the health and safety performance of the organisation

• The extant of compliance with the control measures identified in the risk assessment.

The Force has agreed to participate in a regional audit process where competent health and safety practitioners from other regional forces will visit the Force to undertake agreed periodic auditing.

Audit reports will be provided to the Director of Health and Safety. They will then brief senior management as appropriate. Auditing requires the cooperation of all participants. It is not intended to find fault in any person but to identify the strengths and weaknesses of the health and safety management system with a view to continual improvement.

20. Communicating Health and Safety

The organisation has three avenues of communicating the health and safety message. These consist of; visible behaviour, written communication and face to face discussion.

Visible behaviour by managers and supervisors sends out a very powerful signal to staff. Managers, particularly senior managers who are expected to lead by example. Communicating negative behaviour can undermine the development of a positive health and safety culture. Subordinates can very soon recognise what their managers and supervisors regard as being important and not important and act accordingly.



Positive visible behaviour can be demonstrated through regular health and safety tours, chairing health and safety meetings and the active involvement in accident investigations. The seniority contained within an investigation team can be determined by the seriousness of the event.

Written communication is tailored to the business needs. It should avoid technical jargon and must be written in such a fashion that it can be easily understood by all. Examples of written communication within the Force are; the health and safety policy, health and safety policies/procedures, risk assessments (electronically available), safe systems of work, guidance, e mails, memos, minutes of meetings, posters, notices etc. ‘E’ mails and memos have a limited life and consideration must be given to having the instruction if intended to be long term, placed in a more permanent form (corporate memory). Consideration must also be given to the need to review any written documentation. Face to face discussions enable a more personal contribution to take place. These can consist of; planned meetings, discussions with those who have raised health and safety concerns, ensuring that health and safety is down as an agenda item at command meetings. It is important to remember that staff will soon recognise both positive and negative management/supervisor behaviour at face to face meetings. Good communication is vital if the health and safety message is allowed to permeate to all levels of the organisation. Managers and supervisors have a critical part to play in ensuring that staff are aware of matters affecting their health and safety. Managers and supervisors are expected to demonstrate a positive attitude to health and safety. They have a vital role in ensuring that policies, guidance safe systems of work etc are cascaded down to their staff. Staff must raise any concerns regarding health and safety in the first instant, with their line manager/supervisor. The Health and Safety Unit are responsible for bringing to the Force’s attention relevant health and safety matters that come to their attention and for communicating them throughout in and outside the organisation. To assist the Health and Safety Unit in achieving the above, it has access to; an electronic health and safety information service providing weekly updates and advice, the HSE alert system, HSE newsletters, health and safety magazines and case law relevant to the Police Service. Information coming into the organisation is then analysed to determine the relevance to the Police Service and then disseminated to either an affected area of the organisation or to all staff in a brief format which can be read and easily understood by all. This could in the short term be via; e mail, guidance placed on the Intragroup, General Orders etc. In the long, if relevant the information should be placed into the corporate memory e.g. policies/procedures, risk assessments etc. Where the information is of a particular health and safety concern, managers/supervisors should ensure that they obtain a signature of acknowledgement from those whom the message is intended e.g. fire safety arrangements. Managers/supervisors are to ensure that any review/amendment of procedures/arrangements is brought to the attention of staff.



A main method of communicating the health and safety message is via risk assessments. Managers/supervisors are to ensure that every member of staff sights their role risk assessments. All staff are to ensure that they have read and understood their individual role risk assessment and any assessments relevant to the work activity that they plan to undertake. It is important that staff are informed of the preventative and protective measures applicable to them contained within the assessment. All staff must be provided with comprehensive information regarding emergency procedures i.e fire evacuation procedures etc and information regarding work being carried by contractors which could affect their safety, e.g. lift replacement, IT/services wiring, fire alarm system work, refurbishment work etc. Regular team briefings/tool box talks must include any health and safety issues. Proposers of business cases must consider if the proposed business change could have any health and safety impact by completing the relevant section of the business case proforma. The organisation has a legal obligation to inform those outside of the organisation of any significant hazards which could affect their safety. Managers/supervisors must advise any person/organisation outside of the organisation of any hazardous material, plant, process, operation through either; a waste transfer note, disposal of WEE, provision of a risk assessment, guidance, correspondence, pre-tender information etc. Managers/supervisors are to ensure that where they have hazardous plant/equipment/processors in place that they display the appropriate warning signage e.g. the carrying of oxygen, the presence of police dogs, explosives contained within a building the presence of asbestos (building file/warning signs) etc. The organisation has a duty to notify accidents etc. to the HSE. This is undertaken by the Health and Safety Unit. The Building Services Unit is responsible for notifying works relating to asbestos. The project manager is responsible for ensuring that the correct notification of CDM projects takes place.

21. The Provision of Competent Assistance

Employers are obliged by statute to appoint one or more competent persons to assist them in undertaking their statutory requirements.

The force employs an in-house competent health and safety person whose responsibilities are laid down in the Safety Management Procedures section of this document. His/her role apart from primarily advising management on health and safety matters is to provide independent, impartial advice, guidance and assistance to any member of staff. The Force in addition has one health and safety advisor who undertakes the day to day health and safety duties. Their role is to provide; advice, guidance and assistance and in dealing directly with local managers/supervisors in assisting to ensure that health and safety matters are satisfactorily implemented on a day to day basis. A full list of their duties can be located in Safety Management Procedures section of this document. To enable the organisation to fully meet its statutory obligations, there may be occasions when external health and safety competent assistance is required which is not available in house (noise monitoring, fire safety, workplace hygiene, environmental monitoring etc). On



such occasions the HR Specialist (Health and Safety) will seek the services of a competent person to advise the Force.

22. Health and Safety Walkthrough Procedures (Active Monitoring)

Many preventable accidents have occurred in the past, that had early positive local management remedial action been taken to resolve the matter an untoward event may not have occurred. Police Commanders and Departmental Heads are responsible for ensuring that they have suitable arrangements in place to ensure that monthly walkthrough procedures are carried out in their area of responsibility. Health and safety walkthrough procedures are a proactive means of controlling risk and demonstrating positive management commitment to health and safety. It involves managers and supervisors taking a more positive personal lead in health and safety in the areas for which they have staff working and are responsible for. They direct and control their staff and are therefore best placed to influence their behaviour in preventing hazards from arising. The majority of accidents are caused by human behaviour. The Force has implemented a monthly health and safety walkthrough procedure. This procedure covers the Forces areas of potential significant risk only e.g. Common use areas, areas where MOPs have access, areas containing significant risk processes (workshops etc) The main purpose of the walkthrough procedure is to identify hazards/health and safety omissions before they turn into an untoward event (accident/incident) or result in unwelcome enforcement action. The health and safety walkthrough procedure consists of a simple checklist and requires managers/supervisors to ensure that a monthly walkthrough is carried out is carried out for the area for which they are responsible for. Managers may assign the actual task of undertaking the walkthrough process to another person who has the ability to identify potential hazards and health and safety omissions using the walkthrough form as a check list. However, the local manager shall sign the walkthrough form on completion of a walkthrough being carried out and be responsible for taking any remedial action as identified being required on the walkthrough form. Completed monthly walkthrough forms relating to all territorial premises and headquarters Command/Departments are to be sent to the HR Business support teams for monitoring purposes. The Health, Safety and Wellbeing Group monitor the walkthrough progress. The Health and Safety Unit are only too willing to visit and provide any assistance or guidance to any manager on the satisfactory completion of a walkthrough form.

23. Consultation

Organisations which have good consultation mechanisms generally have a good safety record. The passing of information is to allow safety representatives to participate fully and effectively in the consultation process.

Consulting staff about health and safety can result in:



• Healthier and safer workplaces; • Better information and therefore better decisions taken on health and safety; • Stronger commitment to implementing decisions of action; • Greater co-operation, trust and buy in; • Joint problem solving.

• The organisation is obliged to consult on: • The introduction of any measure which may substantially affect their health and

safety; • The introduction of new technology; • Planning, organising health and safety training; • Passing on information to staff on risks and dangers.

UNISON and the Police Federation have kindly agreed to represent non-union and Federation members in health and safety matters but they will not represent staff where the matter concerns civil litigation against the Chief Constable or the organisation. Managers and supervisors are to ensure that they consult at all times on matters which affect their staff’s health and safety. The Health and Safety Unit will actively involve the staff associations and UNISON when undertaking; monitoring, inspections, accident investigations, building audits and visits significantly affecting their member’s health and safety.

24. Health and Safety Representatives

Appointed safety representatives do not have any statutory responsibilities they have functions only. They therefore cannot be prosecuted for a failure to perform their duty as a safety representative. Appointed safety representatives play an important part in developing and maintaining the organisations safety culture. One of the more important innovations to be found in health and safety is the appointment by recognised trade unions of safety representatives who will represent staff on health and safety matters. Employers have a statutory duty to consult with safety representatives with a view to the making and maintenance of arrangements which will help maintain and develop health and safety. The Organisation is obliged to provide facilities and assistance as safety representatives may reasonably require for the purpose of carrying out their statutory functions. Safety representatives are afforded one day a month to carry out their functions. The Organisation supports the training of safety representatives to enable them to participate fully in health and safety matters.

The main function of a health and safety representative are listed in the procedures part of this document at 3.4.1.



25. Health and Safety Representative Inspections of the Workplace

Workplace visits are a fundamental and important active monitoring process. The organisation actively encourages appointed safety representatives in undertaking workplace inspections during working hours. Appointed safety representatives are entitled to inspect the workplace on three occasions:

• Any premises which have not been inspected in the previous three months after

giving reasonable notice in writing to the Health and Safety Manager and the Head of the Department/Police Command.

• Where there has been a substantial change in the conditions of work again advising the Health and Safety Manager and the head of the Department/Police Command before visiting in writing.

• Where there has been a notifiable accident or dangerous occurrence.

Every effort is to be made in undertaking joint visits and inspections of the workplace by managers and safety representatives. Carrying out joint visits is far more beneficial. It fosters; good working relationships, joint problem solving, shared understanding of the issues and enables prompt remedial action to be considered if required.

26. Health and Safety Training

Staff have a statutory obligation to comply with the employers reasonable instructions to enable the employer to comply with his statutory duties for health and safety. This includes cooperating with the employer in attending organised training. Staff have a responsibility to attend training and should not be merely encouraged.

Training helps people acquire the skills, knowledge and attitudes to make them competent and confident in the health and safety aspects of their work. Competent employees can make a far more effective contribution to health and safety.

The Organisation is statutorily obliged to provide adequate health and safety training when:

Being recruited; On being exposed to new or increased risks; Must be repeated periodically where appropriate; Take place during working hours.

Training requirements should be determined by risk assessments. New or young workers are likely to need the greatest degree of training. Training must be proportionate. The Police Service can be expected to undertake work which may attract a high degree of risk of injury. A risk which is generally brought about by the actions of others which they have little control of.

The organisation is obliged to provide realistic training with the appropriate safeguards. Realistic training must consist of elements which would replicate the foreseeable risks that a member of staff could potentially be expected to face so far as reasonably practicable. The provision of realistic training is important as it provides confidence in equipment, systems of work and personal ability.



Staff have a statutory duty to comply with training organised by the organisation. All staff will attend organised training with only exceptional operational requirements and reasons being accepted for non-attendance. Organisational Development must be advised in writing of those staff that are not able to attend training by the person’s manager or supervisor. The employer is statutorily obliged to ensure that they employ competent staff. Staff must also receive appropriate initial and refresher training to be competent to undertake their roles and responsibilities as appropriate. Supervisors and managers will be required to undertake suitable health and safety training to enable them to carry out their responsibilities as stated in the Health and Safety Policy. Training will be provided from in house health and safety professionals. Heads of Department will be required to complete an externally organised and run ‘Managing Safely’ course. This will equip them with the necessary skills and knowledge to be able them to satisfactorily manage health and safety in their area of responsibility. The Force has a mandatory health and safety process prepared and updated by the HR Specialist (Health and Safety) in consultation with Organisational Development and stakeholders and approved by Chief Officers. This matrix lists all the health and safety training requirements required for the various roles.

Documents

Health & Safety Policy and Procedure · Following the implementation of the Alliance People Portfolio, a revised timeline for the review of HR policies has been agreed. This policy