1026 int diploma ia1 v2

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Element IA1: Principles of Health and Safety Management




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ContentsReasons for Managing Health and Safety 41) Moral Reasons 42) Legal Reasons 53) Economic Reasons 6

Societal Factors Which Influence Health and Safety Standards and Priorities 7Economic Climate 7Government Policy and Initiatives 8Globalisation of Business 9Migrant Workers 9Levels of Sickness Absence and Incapacity 11Societal Expectations 11Corporate Social Responsibility (CSR) 12

Effective Health and Safety Management Systems 15Definitions 15Health and Safety Management Systems 16Principles of Quality Management Systems and Environmental Management Systems 28Integrated Management Systems 32BenefitsofIntroducingaManagementSystem 33

The Role and Responsibilities of the Health and Safety Practitioner 34The Health and Safety Practitioner and Health and Safety Management Systems 34InfluencingOwnershipandConductWithintheOrganisation 35Competence and Continuing Professional Development 36EvaluatingandDevelopingTheirOwnPractice 37Professional Ethics 38ConflictofInterest 39

References 40



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Reasons for Managing Health and SafetyThereisacomplexwebofsocialpressuresdrivingtheagendafortheeffectivemanagementofhealth and safety. Typically these are considered in three broad categories:

▪ Moral;

▪ Legal; and

▪ Economic.

1) Moral ReasonsEveryone has a moral obligation not to cause harm to others. Employers have a moral obligation, basedontheconceptofadutyofreasonablecare,towardstheiremployeesandotherpersonswhomaybeaffectedbytheirbusinessproducts,servicesandactivities.

Theright to life is themost fundamentalright.Yetaccordingto ILO2005figureseveryyear2.2millionmenandwomenaredeprivedof that right byoccupational accidentsandwork-relateddiseases.Byconservativeestimatesworkerssuffer270million(asofILO2005figures)occupational accidents and 160 million occupational diseases each year. Deaths and injuries take a particularly heavy toll in developing countries, where large numbers of workers areconcentratedinprimaryandextractiveactivitiessuchasagriculture,logging,fishingandmining-someoftheworld’smosthazardousindustries.

This social and economic burden is not evenly distributed. Fatality rates in some European countriesaretwiceashighasinsomeothers,andinpartsoftheMiddleEastandAsiafatalityrates soar to four-fold those in the industrialised countries with the best records. Certainhazardousjobscanbefrom10to100timesriskier,dependingonthecountry.

Employersshouldnotplaceanypersonatriskofdeath,injuryorill-health.Societydemandsthatemployersdemonstrateapositivemoralattitudetowardshealthandsafety.


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2) Legal ReasonsLawisabodyofrulesdesignedtoregulatethebehaviourofsociety.Theeffectsof lawcaneitherbepreventative,punitiveorcompensatory.Inmanypartsoftheworld,lawisdividedintotwosectionscriminalandcivillaw.

CriminalLawAcrimeisanoffenceagainstthestate,whichcanbeaddressedwithinthelegalframeworkofeachparticularcountrywithpunitiveconsequences.Punitive-finesandprisonsentencesmaybeimposedwiththeaimofpunishment,deterrenceandreformation.

CivilLawAcivilactionisbroughtbetweenindividuals,orgroupsofindividuals,forcompensatoryreasons-wherebytheclaimantisseekingeitherfinancialcompensationoracourtordertopreventacertain activity or settle a grievance from the respondent.

In somecountriescivil actionsby theclaimanthave todemonstrate that theemployerwasnegligentinsomewayi.e.theemployerwasatfault.InothercountriessuchasAustraliaandNewZealandtheyoperateanofaultcompensatorysystemwhere ifsomebody is injuredatworktheyreceivecompensationfromtheState.

Self RegulationModernhealthandsafetylawstendtosettargetsfollowingastylebasedon‘goalsetting’whichencouragesorganisationstoselfregulate,ratherthanrelyingoncompliancewithspecifictechnicalrequirements.Theseplacemoreemphasisonthedutyholdertocomplywiththeprinciplesandrequirements of the law rather than the enforcing authority laying down, and then enforcingprescriptive technical rules.

In this goal setting environment, the enforcing authority not only takes on a role of enforcer and punisherwheretheselawshavebeenbrokenbutalsoaroleofadviser,providingguidanceandinformationonhowtheselawsmaybecompliedwith.

Thebroadtargetistheadequatecontrolofriskstothehealthandsafetyofemployeesandothers.



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3) Economic ReasonsTheILOfiguresofworkerssuffering270millionoccupationalaccidentsand160millionoccupationaldiseaseseachyearwouldsuggestasignificantcosttoboththeemployerandthestate.

Thecostsofaccidentswillvaryfromcountrytocountrydependinguponmanyfactorssuchasthe country cost base, the social security system and the medical care regimes.

Thetruecostofaccidents isa lothigher thanmostpeoplerealise,with indirectcostsbeingsubstantially more than the direct costs involved.

It isthereforedifficulttoestimatethecostofaccidentsonacountrybycountrybasisbutforillustrativepurposesanexampleistheUK’sHSEGuidanceNoteHSG96,‘CostofAccidentsatWork’whichillustratesthesignificanceofthecostofaccidents.Furthercoststoanorganisationmay result from absenteeism, compensatory insurance costs, preventative enforcement action, legalcostsandpunitivefines,lossofbusinessreputationandbusinessopportunity.

The costs of health and safety control programmes (precautionary and preventive measures) areusuallyeasilyrecognisedandcalculatedasabottom-lineexpense.

The cost of failure is less easy to calculate, as the losses tend to be absorbed into operating costs. Costs include:

▪ Accident investigation;

▪ Payments for non productive time (injured persons);

▪ Paymentsfornonproductivetime(witnesses,investigators,first-aiders,clearingup,etc.);

▪ Replacement labour (probably less effective);

▪ Training for replacement labour;

▪ Business interruption / disruption;

▪ Loss of reputation;

▪ Damage repair;

▪ Replacement plant;

▪ Compensation payments;

▪ Legal costs and fees; and

▪ Insurance.

Thetruecostswouldbeverydifficultandtimeconsumingtocalculate.


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Societal Factors Which InfluenceHealthandSafetyStandards and PrioritiesHealth and Safety standards and priorities can be influenced bymany societal factors,these include;

▪ Economic climate;

▪ Government policy and initiatives;

▪ Globalisation of business;

▪ Migrantworkers;

▪ National levels of sickness absence and incapacity; and

▪ Corporate social responsibility

Economic ClimateResearchbytheInstituteofEmploymentResearch(IER,2005)attheUniversityofWarwick,hassuggestedthattheinjuryandillhealthincidentratesarecountercyclical,withratesdecreasingduringrecessions.SubsequentlyapaperpublishedbytheHSEEconomicAnalysisUnitinMay2009 entitled “HSE Strategy Launch, Background Paper: the economic evidence”, suggests thatduringrecessions injuryratesusually fallduetofewernewlyhiredworkersbeingused,thusleadingtohigherthanaveragelevelsofexperiencewithintheworkforce.Thiscanalsobecombinedwith lessproductdemandresultingin lesshoursbeingworkedandthereforelessfatigueandworkproductionpressures.(HSE,2009).

Againstthishoweverispossiblecornercuttingbyemployersandlessinvestmentandtrainingwhichcouldleadtomoreinjuries.However,pastrecessionshaveshownthatinjuryrateshavefallen despite this possibility.

Thepapersuggeststhereishoweverlessevidencewhenitcomestoill-health.Lessproductdemandmighthaveapositiveeffectonwork-relatedstressandmoreexperiencedworkersmighthaveabetterriskperceptionregardinghealthrisks.However,health/welfareissuescouldbe subject to cost-cutting by the employer and non-work factors including unemployment /deprivationandgeneralill-healthcouldhaveanadverseeffectpossiblyleadingtostress.

In therecessionof2010 there isevidence that injury rateshave fallen.However, thepapersuggests there are differences to previous recessions:

▪ Theoriginsofthecreditcrunch,financialandhousingmarkets;

▪ Thespeedanddepthofthedownturn;and

▪ Thescaleandnatureofresponse–fiscalandregulatory.



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Turning to the responsebyemployers, thepaper reports that there isa “mixedpicturewithregardto‘cornercutting’”.Onesurveyshowedthatemployeeswerereluctantinraisinghealthandsafetyconcernsinthecurrenteconomicclimatewhilehalfofcompanydirectorssurveyedsaidtheywouldcutbonusesratherthatcuthealthandsafetyspending.

The paper predicts that as the UK comes out of recession there may be a rise in injury rates due toanincreaseinhoursworkedandnewworkershired–possiblywithlittlepreviousexperienceas those laid off may have left the labour market.

Government Policy and InitiativesEachcountriesgovernmentwillinfluencethroughitspoliciestheperceptionofhealthandsafetyby each countries employers and employees

The Health & Safety of Great Britain – Be Part of the SolutionIn 2009 the HSE launched its Strategy “The Health & Safety of Great Britain – Be Part of the Solution”.However,nomeasurabletargetsforthereductionofaccidentsorillhealth,werelaidout in either the Strategy or the Business Plan.

EU Strategy OccupationalaccidentsshouldbecutbyaquarteracrosstheEUunderanewfive-yearstrategyforhealthandsafetyatworkthroughaseriesofactionsatEuropeanandnationallevelsinthefollowingmainareas:

▪ Improving and simplifying existing legislation and enhancing its implementation by exchange ofgoodpractices,awareness-raisingcampaignsandbetterinformationandtraining;

▪ Definingand implementingnational strategies adjusted to the specific context of eachMember State;

▪ MainstreamingofhealthandsafetyatworkinothernationalandEuropeanpolicyareas(education,publichealth,research)andfindingnewsynergies;and

▪ Betteridentifyingandassessingpotentialnewrisksthroughmoreresearch,exchangeofknowledgeandpracticalapplicationofresults.


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ILOFivePillarsStrategyTheILOhavedevelopedafivepillarsstrategyforacultureofpreventingworkplaceaccidentsin business and society:

1. Reducingworkaccidentsandoccupationaldiseases(VisionZero);

2. Raisingawareness,developingcompetenciesandcapacitybuilding;

3. CooperationbetweenpublichealthandOSH;

4. Health and safety as an integral part of lifestyle; and

5. Integrating prevention into the social security system.

Globalisation of BusinessTwo departments of the United Nations recentlywarnedthatglobalisationmayconsiderablyincreasethe number of work-related diseases and injuriesin the next century. They said the pressures for deregulation of the basic standards for health and safetyisgrowing.

DrRichardHelmeroftheWorldHealthOrganisation(WHO)said,“inordertoreducecosts,industrieswiththeiraccompanyingoccupationalhazardsarebeingrelocated to developing countries - home to 75percent of the global workforce.” There are about 2.6billionworkersintheworldasawhole.

Dr Jukka Takala, Chief of the International Labour Organisation’s(ILO)HealthandSafetyProgramme,estimates that there are 250 million accidents in the workplace each year, leading to 335,000 fatalities.Onemillionpeopledieeachyearfromthe160millionillnesses caused by pollution and toxic materials and processes.Onehundredthousandchemicalsare inuse.Ofthese350areknowntobecarcinogensand3,000 are allergenic. Illnesses include respiratory and cardiovascular disease, cancer and reproductive and neurological problems.

In the least developed countries most workers areinvolved in production of rawmaterials—agricultureand mining. This means heavy and noisy physical work and exposure to pesticide sprays, dusts andparasitic and infectious diseases. In industrialising countries, less advanced and more hazardoustechnologies are used. The extent of illnesses and injuries is unknown. In industrialised countries andincreasingly elsewhere,more than half theworkerssuffer from psychological stress.



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Migrant WorkersResearchfromtheMigrationResearchUnit,UniversityCollegeLondon,showsthatofthoseentering theUKonworkpermits, thebiggestgroupwas from India (mainlyhealthand IT),followedbytheUSA(mainlybusiness). Inaddition,over80percentofmigrantworkersareunder 35.

Manymigrantworkersfaceno,orvery little, increasedrisk.TheyspeakfluentEnglish,mayhaveworked in theUK formanyyearsandhave thesameworkingconditionsandsecurityasnon-migrantworkers.NeverthelessthereisnodoubtthatmigrantworkerswithlowEnglishlanguageskillsorwithvulnerableemploymentorresidencystatusareatgreaterrisk.

HSEResearchDocumentRR502–“MigrantworkersinEnglandandWales:Anassessmentofmigrantworkerhealthandsafetyrisks”,statesthatthereisnocurrentmethodofidentifyingwhetherthereareanyspecifichealthandsafetyrisksformigrantworkers.ExistingHealthandSafety Executive (HSE) programmes and recording systems only report a limited number of workplaceincidentsandthereisnosystematicwayofidentifyingwhethersomeoneisarecentmigrant.Consequently it is impossible todocument,on thebasisof theavailablestatistics,whethermigrantsareinahigherriskcategorythanlocalworkers.

However, RR502 does reveal that migrants are more likely to be working in sectors oroccupationswherethereareexistinghealthandsafetyconcernsandthattheirstatusasnewworkersthatmayplacethemataddedrisk,duetoarangeoffactorsincluding:

▪ RelativelyshortperiodsofworkintheUK;

▪ LimitedknowledgeoftheUK’shealthandsafetysystem;

▪ Different experiences of health and safety regimes in countries of origin;

▪ Motivation to earn as much as possible, in the shortest possible time;

▪ Inabilitytocommunicateeffectivelywithotherworkersandwithsupervisors,particularlyinrelation to their understanding of risk;

▪ Accesstolimitedhealthandsafetytrainingandtheirdifficultiesinunderstandingwhatisbeingoffered,whereproficiencyinEnglishislimited;

▪ Failureofemployerstocheckontheirskillsforworkandontheirlanguageskills;and

▪ Lackofknowledgeofhealthandsafetyrightsandhowtoraisethem.

Theresearchwasprimarilyqualitativeandmuchofthedatawascollectedthroughin-depth,face-to-faceinterviewswith200migrantworkersandwithmorethan60employers,togetherwith over 30 key respondentswhoworkedwith, advised, employed or organisedmigrants.TheseinterviewswereconductedinfiveregionsofEnglandandWalesandweremainlycarriedoutbetweenMayandNovember2005.


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Levels of Sickness Absence and IncapacityThere are many ways of calculating the rates of sickness absences making comparisonsdifficult.Atthegloballevel,theILOreportsthatasmanyas145countriesprovideforpaidsickleave,butthebenefitschedulesforpaidsickleavedifferwidelyamongcountries.Globally,thereplacementrates–thatistheratioofthetotalresourcesreceivedwhenoutofworktothosereceivedwheninemployment–varybetweenlumpsumsandupto100percentofwages.Themajority–morethan50percentofcountries–provideforreplacementratesthatvarybetween50and75percentofthewagereceivedbefore.Theperiodofpaidsickleavespansfrommorethanonemonth(anduptotwoyears)tolessthan7days.

Societal ExpectationsResearchintodiscriminationwithintheworkplacetosuchgroupsaswomenandthedisabledsuggeststhatthepatternoffindingsissimilartothosefoundinthebroadersociety

ILODeclarationonFundamentalPrinciplesand Rights at Work, 1998AllILOMembers,eveniftheyhavenotratifiedtheConventionstorespect,andpromotetheprinciples concerning the fundamental rights including the elimination of discrimination in respectofemploymentandoccupation,arerequiredtoobservethesefundamentalprinciples.

This is further amplified within ILO Vocational Rehabilitation and Employment of (DisabledPersons)ConventionwhichrequireseachMemberto,inaccordancewithnationalconditions,implement a national policy on vocational rehabilitation and employment of disabled persons. This should be based on the principle of equal opportunity between disabledworkers andworkersgenerally.



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Corporate Social Responsibility (CSR)Thegrowthoftheglobaleconomyhasseenbenefitsacrosstheworldbutalsoincreasingpublicconcern about business activities and a decline in trust. At the World Summit on Sustainable Development (WSSD) in Johannesburg in September 2002 there was as much focus onbusiness as on poverty and the environment.

Today’s heightened interest in theproper role of businesses in society hasbeenpromotedby increased sensitivity to, andawareness of environmental andethical issues. Issues likeenvironmental damage, improper treatment of workers, and faulty production leading tocustomers inconvenience or danger, are highlighted in the media.

In some countries government regulation regarding environmental and social issues has increased, and standardsand lawsarealsooften set at a supranational level (e.g., by theEuropean Union). Some investors and investment fund managers have begun to take account ofacorporation’sCSRpolicyinmakinginvestmentdecisions(socalled“ethicalinvesting”).

Some consumers have also become increasingly sensitive to the CSR performance of the companies fromwhichtheybuytheirgoodsandservices.Thesetrendshavecontributedtothepressureoncompaniestooperateinaneconomically,sociallyandenvironmentallysustainableway.

The Confederation of British Industry (CBI) describes CSR as;

“……the acknowledgement by companies that they should be accountable not only for their financial performance, but for the impact of their activities on society and/or the environment.”(www.cbi.org.uk)

CorporateSocialResponsibilityrequiresorganisationstoconducttheiractivitiesinanethicalfashion and to report annually on their progress against previously set targets. Topics to be reported upon included:

▪ Health and safety.

▪ Environment.

▪ Ethical trading.

▪ Community involvement.

▪ Employment standards.

CSR can be considered as a form of corporate self-regulation. It would be integrated intoa business model which would function as a built-in, self-regulating mechanism wherebybusinesses would monitor themselves to ensure its support to law, ethical standards, andnational / international norms.

Consequently, businesseswould consider the impact of their activities on theenvironment,consumers, employees, communities, stakeholders and all other members of the public. Theywould also proactively promote the public interest by encouraging community growthand development. Essentially, CSR is the deliberate inclusion of public interest into corporate decision-making.


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Social Accountability 8000 (SA8000) StandardIn 1997, Social Accountability International (SAI) was established to develop standardsand systems to address workers’ rights. Representatives of trade unions, human rightsorganisations, academia, retailers, manufacturers, contractors, as well as consulting,accounting, and certification firms, by consensus, cooperated to develop the Social Accountability 8000 (SA8000) Standard. Published in late 1997 and revised in 2001, the SA8000 Standard and verification system is an auditable certification standard based oninternationalworkplacenormsof InternationalLabourOrganisation (ILO)conventions, theUniversal Declaration of Human Rights and the UN Convention on the Rights of the Child. A summaryoftheStandardelementsfollows:

▪ Child Labour;

▪ Forced Labour;

▪ HealthandSafety:(Provideasafeandhealthyworkenvironment;takestepstopreventinjuries;regularhealthandsafetytrainingforworkers;systemstodetectthreatstohealthandsafety);

▪ Freedom of Association and Right to Collective Bargaining;

▪ Discrimination;

▪ Discipline;

▪ Working Hours;

▪ Compensation; and

▪ Management Systems.

ISO26000ISO26000 is the recognized international standard forCSR.Thisstandardoffersguidanceonsociallyresponsiblebehaviourandpossibleactions;itdoesnotcontainrequirementsand,therefore,incontrasttoISOmanagementsystemstandards,isnotcertifiable.

ISO26000:2010providesguidance toall typesoforganisations, regardlessof their sizeorlocation, on:

▪ Concepts,termsanddefinitionsrelatedtosocialresponsibility;

▪ The background, trends and characteristics of social responsibility;

▪ Principles and practices relating to social responsibility;

▪ The core subjects and issues of social responsibility;

▪ Integrating, implementing and promoting socially responsible behaviour throughout the organisationand,throughitspoliciesandpractices,withinitssphereofinfluence;

▪ Identifyingandengagingwithstakeholders;and

▪ Communicating commitments, performance and other information related to social responsibility.



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The Global Reporting Initiative (GRI)TheGlobalReporting Initiativewas initiallyconvenedby theCoalition forEnvironmentallyResponsibleEconomies(CERES),anon-profitcoalitionofover50investor,environmental,religious, labour and social justice groups. The GRI has developed a set of core metrics intendedtobeapplicabletoallbusinessenterprises,setsofsector-specificmetricsforspecifictypesofenterprisesandauniformformatforreportinginformationintegraltoacompany’ssustainability performance.

Themain reason for starting theGRI projectwas that therewas no guideline onwhat avoluntaryCERorCSRshouldcontain.Becauseofthis,therewasnopossibilitytocomparereportsfromdifferentcompanies.TheguidelinesareconstructedtobeapplicabletotheISO14001 standard.

Theguidelinesrecommendthefollowingpartstobeincludedinthereport:

1. EO statement, including a statement from the organisation’s CEO describing the keyelements of the report;

2. Profileofreportingorganisation,includinganoverviewofthereportingorganisation;

3. Executivesummaryandkeyindicators,showinganoverviewoftheGRIreport;

4. Visionandstrategy,givingtheorganisation’svisionandhowthevisionintegrateseconomic,environmental and social performance;

5. Policies, organisation, and management systems, including an overview of theorganisation’sgovernancestructureand themanagementsystems thatare inplace toimplement the vision, and

6. Performance,coveringareportoftheorganisation’seconomic,environmentalandsocialperformance.


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Effective Health and Safety Management SystemsManymanagement systemsexist throughout theworld.Organisationsoften fail tomanagehealth and safety effectively as they view it as something distinct from othermanagementsystemssuchassystemsfortheenvironmentorquality.

However,beforeconsideringmanagementsystemsindetailitisimportantthatthedefinitionsof key terms used in such systems is clearly understood.

DefinitionsVarioussimilardefinitionsexistforhealthandsafetyterminology.Thedefinitionsofferedbelowarise from a combination of authoritative sources.

HazardAhazardissomethingwiththepotential tocauseharm;hazardscanbephysical,chemical,biological, ergonomic or psychological in nature.

HSEpublicationHSG65definesahazardas:

“The potential to cause harm, including ill-health and injury; damage to property, plant, products or the environment; and production losses or increased liabilities.”

OHSAS18001givesthefollowingdefinition:

“A source or situation with a potential for harm in terms of injury or ill-health, damage to property, damage to the workplace environment, or a combination of these.”



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Danger TheConciseOxfordDictionarydefinesdangeras:

“Liability or exposure to harm; a thing that causes or is likely to cause harm.”

Risk Riskisthelikelihoodthattheharmfromoneormoreparticularhazardsisrealised(theextentoftheriskcoversthepopulationaffectedandtheconsequencesforthem).

HSEpublicationHSG65definesriskas:

“The likelihood that a specified undesired event will occur due to the realisation of a hazard by, or during, work activities or by the products and services created by work activities.”

OHSAS18001definesriskas:

“A combination of the likelihood and consequence(s) of a specified hazardous event occurring.”

Health and Safety Management Systems Amanagement system is a proven framework for managing and continually improving anorganisation’spolicies,proceduresandprocesses.

The modern approach to health and safety management is systems based. Successful management of health and safety results from the application of sound management principles and business expertise.

ManagementsystemsaregenerallyconstructedinaccordancewithaPlan,Do,Check,Act(PDCA)cycleprovidingaframeworkforproblemsolving,organisationallearningandcontinualimprovement.

The process, simply involves:

▪ Planningwhatisneeded;

▪ Doing it;

▪ Checkingthatitworked;and

▪ Acting to correct any problems and improve performance

ThePDCAcyclewasoriginallydevelopedbyWalterShewartinthe1930’sandwastakenupandchampionedinthe1950’sbyWilliamEdwardsDeming,thequalitymanagementauthority.


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Figure 1: PDCA CycleFigure 1: PDCA Cycle

Figure 2: The Elements of OHSAS 18001

OH&S Policy

Planning

Implementation and Operation

Checking Corrective

Action

Management Review

Continual Improvement

Various commercial health and safety management systems are discussed in this sectionincluding:

▪ BSOHSAS18001OccupationalHealthandManagementSystems:Specification.BritishStandards Institution, 1999.

▪ ILO-OSH-2001Guidelines onOccupational Health and SafetyManagement Systems.ILO,2001.

Whichever individual system is selected, all effective health and safety management systems amplifythePlan-Do-Check-Actmodel.



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Elements of a Health and Safety Management SystemThekeyelementsofanyeffectivehealthandsafetymanagementsystemwillinclude:

▪ Policy;

▪ Organisation;

▪ Planning and implementation;

▪ Measuring performance;

▪ Performancereview;

▪ Audit; and

▪ Continual improvement.

Policy A health and safety policy should influence all workplace activities, including the selectionofpeople,equipmentandmaterials, thewaythework isdoneandhowgoodsandservicesare designed. Effective health and safety policies set a clear direction for the organisation to followandareavehiclefortheeffectivecommunicationofhealthandsafetyinformation.Theycontribute to all aspects of business performance as part of a demonstrable commitment to continuous improvement. Responsibilities to people and the environment should be met in waysthatfulfilmoraldutiesandanylegalrequirement.

The health and safety policy should include cost effective approaches to preserving and developingphysicalandhumanresources,whichreducefinanciallossesandliabilities.

Thepolicyrequiresconsiderationofacorporatestrategy, includingthesettingofobjectives,allocationofresources,monitoringandappraisalofperformance.Stakeholders’expectationsintheundertaking(whethertheyareshareholdersemployees,ortheirrepresentatives,customersorsocietyatlarge)shouldbesatisfied.

OrganisationThe policy sets the direction for health and safety, but organisations need to create a robust frameworkformanagementactivityandtodetailtheresponsibilitiesandrelationshipsthatwilldeliver improved performance. To make a health and safety policy effective, staff (permanent and temporary) must become involved and committed to health and safety matters. This is often referred to as a positive health and safety culture. To promote a positive health and safety cultureorganisationsshouldaddressthefollowing:

▪ Control: By allocating responsibilities, accountabilities, securing commitment, instruction and supervision.

▪ Competence: In recruitment, training and advisory support.

▪ Co-operation: Betweenindividualsandgroups,includingconsultationwith employees and other persons, such as contractors and other employerswhosharethesite.

▪ Communication: Spoken,writtenandvisible.Effectivelyflowinginalldirections.


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Planning and Implementing Planningisessentialfortheimplementationofhealthandsafetypolicies.Adequatecontrolofriskscanbeachievedthroughtheco-ordinatedactionbyallmembersoftheorganisation.Aneffectiveplanningsystemforhealthandsafetyrequiresorganisationstoestablishandoperatea health and safety management system that:

▪ Generates objectives;

▪ Identifieshazards,assessesrisksandestablishesprioritiesaccordingtorisk;

▪ Controls risk;

▪ Reacts to changing demands;

▪ Establishes, monitoring arrangements to ensure standards are met; and

▪ Sustains a positive health and safety culture.

Asystematicapproachisnecessarytoanswerthreekeyquestions:

1. Wherearewenow?

2. Wheredowewanttobe?

3. Howdowegetthere?

Although health and safety management systems vary in detail, they have some general characteristics, such as:

▪ Designing, developing and installing suitable management arrangements, risk control systemsandworkplaceprecautions,whichareproportionatetotheneeds,hazardsandrisks of the organisation; and

▪ Operating,maintainingand improving the system to suit changingneedsandprocesshazards/risks.



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Risk Control Systems (RCS)

TheRiskControlSystemsensure thatappropriateworkplaceprecautionsareprovidedandmaintainedforallaspectsoftheundertaking.Attheinputstagetheaimistominimisehazardsand risks entering the organisation. At the process stage the focus is on containing risks associatedwiththeprocess.Attheoutputstagetheaimistopreventtheexportofrisksoffsite, or in the products generated or services provided by the business. The nature and relative importanceoftheRCSwillvaryaccordingtothenatureandhazardprofileofthebusinessandtheworkplace.

Example RCS include policies, standard operation procedures, safety method statements, safe systemsofwork,communicationsystems,consultationsystems,training,workplaceandactivitymonitoring systems, environmental and personal monitoring, record keeping, maintenance schedules, induction and competency assessments, control of contractors, etc.

Workplace Precautions

The purpose of the health and safety management system is to prevent injuries and ill health duetowork-relatedactivities.Adequateworkplaceprecautionsarerequiredtopreventharmatthepointofrisk.Workplaceprecautionsshouldmatchthehazardsandrisksofeachbusinessactivity. They can include a combination of:

▪ Avoiding the risks completely by using alternatives, e.g. avoid exposure to solvents by usingwaterbasedpaints;

▪ Reducing the nature of the hazard, e.g. the useof granularmaterials rather than finepowdersthatcreateadusthazard;

▪ Isolatingthehazardsfrompeoplebypreventingaccessbymeansofguards,barriersand screens;

▪ Reducing exposure to the hazards by ventilation, job rotation and personal protectiveequipment;and

▪ Safetyinformationinstructionandtrainingonhazards,precautionsandsafesystemsofwork.


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Measuring Performance Measurement is essential to maintain and improve health and safety performance. There are twowaystogenerateinformationonperformance:

Active (pro-active)monitoring, whichmonitors the achievement of plans and the extent ofcompliancewithstandardsbeforeanaccident,incidentorill-health.Exampleswouldbe:

▪ Progress monitoring of objectives;

▪ Performancereviews;

▪ Reviewoftrainingassessment,recordsandneeds;

▪ Examination of documents;

▪ Workplace inspections;

▪ Management system audits;

▪ Environmental monitoring;

▪ Health surveillance;

▪ Behavioural observation;

▪ Safety tours (a general impression gained on the tour);

▪ Safetysampling(scoringcomplianceandnon-compliance);

▪ Safetysurvey(concentratesonaspecifictopic);and

▪ Consideration of regular reports by the board of directors.

Reactivemonitoring,whichmonitoraccidents,illhealthandincidents,e.g.

▪ Accident incident rates;

▪ Ill health incidence rates;

▪ Accidentfrequencyrates;

▪ Accident severity rates;

▪ Sickness absence; and

▪ Property or product damage.



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Reviewing Performance Organisationscanmaintainandimprovetheirabilitytomanagerisksbylearningfromexperiencethroughtheuseofauditsandproactiveandreactiveperformancereviews.Monitoringprovidestheinformationinordertoreviewactivitiesandimproveperformance.

Auditing Internalandexternalauditscomplementthemonitoringactivitiesbydeterminingwhetherthehealthandsafetypolicy,organisationandsystemsareactuallyachievingtherequiredreliabilityand effectiveness.

Continual ImprovementThe requirement for continual improvement formany reasons employeemorale, insurancecosts,liability,etc.nottomentionsimplehumanconcernforthewelfareofothers,nothinginabusiness is more important than improving health/safety performance.


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BSOHSAS18001;2007entitled‘OccupationalHealthandSafety’BSOHSAS18001istheinternationallyrecognisedassessmentspecificationforoccupationalhealthandsafetymanagementsystems.Itwasdevelopedtoaddressagapwherenothird-partycertifiableinternationalstandardexists. OHSAS18001hasbeendesignedtobecompatiblewithISO9001(quality)andISO14001(environmental). It is not related to the safety of products and services, nor is it a British Standardforaccreditationpurposes,butratheritisaspecificationforcertificationpurposes.


Figure 1: PDCA Cycle


OH&S Policy

Planning


Checking Corrective

Action

Management Review


TheOHSASspecificationisapplicabletoanyorganisationthatwishesto:

▪ Establish an OH&S management system to eliminate or minimise risk to employeesand other interested parties; implement, maintain and continually improve an OH&Smanagement system;

▪ AssureitselfofitsconformancewithitsstatedOH&Spolicy;and

▪ Demonstrate such conformance to others by seeking certification/registration of itsOH&Smanagementsystembyanexternalorganisationormakingaself-declarationof conformance.



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OH&S Policy AnOH&Spolicy establishes an overall sense of direction and sets the principles of actionforOH&Sobjectives, responsibility and performance required.TheOH&Spolicy should bedocumented,implementedandmaintainedanditshouldbeconsistentwiththeorganisation’soverall business policies, including policies for other management disciplines, e.g. qualitymanagement and environmental management.

Planning OHSAS18001requirestheestablishmentandmaintenanceofdocumentedsystemsthatarekept up to date for:

▪ Occupationalhealthandsafetyobjectivesateachrelevantfunctionandlevelwithintheorganisation.Amanagement programme for achieving itsOH&S objectives should beestablished and maintained. This includes documentation of responsibilities and authorities for achievement of the objectives at relevant functions and levels of the organisation, and themeansandtime-scalebywhichobjectivesaretobeachieved;

▪ Procedures for ongoing identification of hazards, the assessment of risks, and theimplementation of control measures as necessary for the activities of all persons having access to the premises; and

▪ Procedures for identifyingandaccessing the legal andotherOH&S requirements thatare applicable to it. This information should be communicated to its employees and other relevant interested parties.

Implementation and Operation Theroles,responsibilitiesandauthoritiesofpersonnelwhomanage,performandverifyactivitieshavinganeffecton theOH&Srisksof theorganisation’sactivities, facilitiesandprocesses,shouldbedefined,documentedandcommunicated.

To make an effective health and safety policy, a positive health and safety culture should be establishedwherebystaffareinvolvedandcommittedtohealthandsafety.Employeeinvolvementand consultation arrangements should be documented and interested parties informed.

OHSAS18001statesthatpersonnelshouldbecompetenttoperformtasksthatmayimpactonOH&Sintheworkplace.Competenceinthespecificationisdefinedintermsofappropriateeducation, training and/or experience.

OHSAS 18001 requires procedures for ensuring that pertinent OH&S information iscommunicated to and from employees and other interested parties.

Thespecificationrequiresthattheorganisationestablishesandmaintainplansandproceduresto identify the potential for, and responses to, incidents and emergency situations, and for preventingandmitigatingthelikelyillnessandinjurythatmaybeassociatedwiththem.Theorganisationshouldreviewitsemergencypreparednessandresponseplansandprocedures,in particular, after the occurrence of incidents or emergency situations and periodically test such procedures.


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Checking and Corrective Action TheOHSASspecificationrequiresthattheorganisationestablishesandmaintainsprocedurestomonitorandmeasureOH&Sperformanceonaregularbasis.Anycorrectiveorpreventiveaction taken to eliminate the causes of actual and potential non-conformances should beappropriatetothemagnitudeofproblemsandcommensuratewiththeOH&Sriskencountered.ProceduresforperiodicOH&Smanagementsystemauditsshouldbeestablished,maintainedand an audit programme carried out.

Management Review Eachorganisation’stopmanagementshould,atintervalsthatitdetermines,reviewtheOH&Smanagement system, to ensure its continuing suitability, adequacy and effectiveness. Themanagementreviewprocessshouldensurethatthenecessaryinformationiscollectedtoallowmanagementtocarryoutthisevaluationandthisreviewshouldbedocumented.

The management review should address the possible need for changes to elements ofthe management system, in the light of management system audit results and changing circumstances,e.g.legislativerequirementsorsocietalexpectations.Anychangesintroducedshould be communicated as soon as practicable.



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ILO-OSH2001:GuidelinesonOccupationalSafety and Health Management Systems ThisstandardwasintroducedbytheInternationalLabourOrganisationin2001.It’saimistoprovide guidance on management systems for:

▪ National policy;

▪ National guidelines; and

▪ Tailored guidelines.

Theguidance’smostpracticaluse is in theuseof thisstandardasa framework todeveloptailoredoccupationalhealthandsafetysystemsforanorganisationreflectingaframeworkthatismulti-nationalandcanbeadoptedfornationallegislation.

Despitebeingan internationalstandardanddevelopedwith representatives fromworldwidehealthandsafetyorganisations,BSOHSAS18001hasbecometheleaderintermsofpopularityof standards, possibly because unlike the International Labour Organisation standard it iscapableofcertification.

Figure 3: ILO Health and Safety Management System

Figure 3: ILO Health and Safety Management System

Figure 4: Customer Driven, Process Based Quality Management System


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PolicyThemaindifferencebetweenthisandothersystemsistheemphasisonstandardbasisandworkerparticipationinthedevelopmentofthepolicy.

TheOSHpolicyshouldinclude,asaminimum,thefollowingkeyprinciplesandobjectivestowhichtheorganisationiscommitted:

▪ Protectingthesafetyandhealthofallmembersoftheorganisationbypreventingwork-related injuries, ill health, diseases and incidents;

▪ Complying with relevant OSH national laws and regulations, voluntary programmes,collectiveagreementsonOSHandotherrequirementstowhichtheorganisationsubscribes;

▪ Ensuring that workers and their representatives are consulted and encouraged toparticipateactivelyinallelementsoftheOSHmanagementsystem;and

▪ ContinuallyimprovingtheperformanceoftheOSHmanagementsystem.

OrganisingHerethemaindifferencebetweenthisandotherorganisationalpolicysystemsistherequirementfor health promotion and prevention.

Planning and ReviewThekeydifferenceswiththeILOsystemistheemphasisplacedupon:

▪ Therequirementformoneyandtheinitialreview;

▪ Containsanylegalregister(countryspecific);

▪ Includes management of change;

▪ Includes procurement; and

▪ Includesspecificrequirementsofcontractingandcontractors.

EvaluatingThissectioncontainsthespecificrequirementthatthedevelopmentofperformanceindicatorsthatarebothqualitativeandquantitative.ThereisarequirementforbothreactiveandactivedataalongwiththeneedforauditprogrammesasOHSAS18001.

Actions for ImprovementThis,likeOHSAS18001hasacommitmenttocontinuousimprovement.



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Principles of Quality Management Systems and Environmental Management SystemsQualityManagementSystems(BSENISO9001: 2008)QualityisdefinedwithinISO9001asthedegreetowhichasetofinherentcharacteristics(ordistinguishingfeaturesofaproductorservice)fulfilsrequirements(i.e.aneedorexpectation-be it stated, generally implied or obligatory).

ISO 9001 advocates a process approach for developing, implementing and improving theeffectiveness of a quality management system, and enhancing customer satisfaction bymeetingcustomerrequirements

Theapproachemphasizestheimportanceof:

▪ Understandingandmeetingrequirements;

▪ The need to consider processes in terms of added value;

▪ Obtainingresultsofprocessperformanceandeffectiveness;and

▪ Continual improvement of processes based on objective measurement.

Customersatisfactionismonitoredthroughtheevaluationofcustomerperceptionofhowwelltheorganisationhasmet thecustomerrequirements.Customers thereforeplayasignificantroleindefiningrequirementsasinputs.

Figure4modelsacustomerdriven,processbasedqualitymanagementsystem. Itisimportanttonotethatthe“Plan-Do-Check-Act”(PDCA)methodologycanbeappliedtoall processes.


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Figure 4: Customer Driven, Process Based Quality Management System

Figure 5: ISO 14001 Environmental Management System



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Environmental Management Systems (BS EN ISO14001:2004)ISO14001isintendedtoprovideorganisationswiththeelementsofaneffectiveenvironmentalmanagementsystem(EMS)thatcanbeintegratedwithothermanagementrequirementsandhelp organisations achieve environmental and economic goals

TheStandardcontainsonlythoserequirementsthatcanbeobjectivelyauditedanddoesnotestablishabsoluterequirementsforenvironmentalperformancebeyondthecommitments, inthe environmental policy.

ThekeydifferenceswithOHSAS18001liesintheplanningstageandrelatetotheidentificationofsignificantenvironmentalaspectsand impacts rather thanhealthandsafetyhazardsandrisks (see table 1)

▪ Environmental aspectisdefinedasanelementofanorganisation’sactivitiesorproductsorservicesthatcaninteractwiththeenvironment.Asignificantenvironmentalaspecthasorcanhaveasignificantenvironmentalimpact;and

▪ Environmental impactisanychangetotheenvironmentwhetheradverseorbeneficial,whollyorpartiallyresultingfromanorganisation’senvironmentalaspects

ThekeyelementsinthesystemareshowninFigure5.

Figure 5: ISO 14001 Environmental Management System

EnvironmentalPolicy

Planning


Checking

Management Review



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Table 1: Comparison of Management Systems

OHSAS 18001: 2007 ISO 14001:2004 ISO 9001: 2008

OH&S Policy Environmental policy Quality policy, Management commitment, and Continual improvement

PlanningHazardID,riskassessment and controlsLegal and other requirementsObjectivesandprogrammes

PlanningEnvironmental aspectsLegalandotherRequirementsObjectives,targetsandprogramme(s)

PlanningCustomer focusDetermination of product relatedrequirementsQuality objectivesManagement system planning and continual improvement

Implementation and operationResources, roles, responsibility, accountability and authorityCompetence, training and awarenessCommunication, participation and consultationDocumentationControl of documentsOperationalcontrolEmergency preparedness and response

Implementation and operationResources, roles, responsibility, and authorityCompetence, training and awarenessCommunicationDocumentationControl of documentsOperationalcontrolEmergency preparedness and response

Product realisationManagement commitmentResponsibility and authorityProvision of resources InfrastructureCompetence,awarenessand TrainingInternal and customer communicationDocumentation requirementsControl of documentsPlanning of product realisationandcustomer-related processesDesign and development processesProduction and service provisionPreservation of productControlofnon-conformingproduct

CheckingPerformance measurement and monitoringEvaluation of complianceIncident investigationNonconformity, corrective and preventive actionControl of recordsInternal audit

CheckingMonitoring and measurement Evaluation of complianceIncident investigationNonconformity, corrective action and preventive actionControl of recordsInternal audit

Measurement, analysis and ImprovementMonitoring and measurement of processes and productControl of nonconforming productControl of recordsInternal audit

Management review Management review Management review ReviewinputandoutputContinual improvement



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Integrated Management SystemsThereisincreasingrecognitionthatadevelopedapproachtoqualityisanessentialfeatureofasuccessful organisation, not just an optional extra.

Theadventofthequalitymanagementsystems,ISO9000seriesanditscounterpartBS5750,led to organisations producing qualitymanuals and procedures, which did not consistentlyregard other business aspects such as health and safety and environmental issues. Emphasis was,andinmanycasesstillis,placeduponqualityofgoodsandservicestothedetrimentofother business activities.

The introduction and adoption of ISO 14000 addressed environmental integration, yet stillhealthandsafetywasnotalwayssystematicallyconsidered.

BS18000wasdesignedtoenabletheintegrationofoccupationalhealthandsafetymanagementwithin an overall management system, however the quality, environmental and health andsafetyfunctionswithinanorganisationwereoftenseparate.Quality,environmentalandhealthandsafetylinemanagerswereoftenindifferentdepartmentsreportingtodifferentmanagers,leading to inconsistent approach and emphasis, a lack of communication and hence integration. Similarprocedureswereproducedforeachdisciplineoftenwithconflictingresultsleadingtoconfusion and reduced performance.

The integrationofhealthandsafetywithqualitymanagementandenvironmentalprotectionis a sensible business strategy, if properly resourced and managed, for achieving business efficiencyandtheassociatedbenefits.Integratedmanagementsystemsaremosteffectivewithlarge,complex,multi-hazardindustrialorganisations.Theyarelessbeneficialforothertypesoforganisation,particularlywhenthedegreeofriskposedbytheiroperationstoeitherthehealthand safetyof individualsor to theenvironment is low.For theseorganisations the costsofintroductionwouldbedisproportionatetothebenefits.

The various management systems however do not necessarily specify how to achieveconformance, nor do they guarantee legal compliance. Competent, specialist personnel must undertake the implementation and integration of the management systems to develop a series ofdetailedstandardsfornon-specialistpersonneltouse.

Manyorganisationstodayhavehealth,safetyandenvironmentalmanagersorqualityandhealthand safety managers in recognition of past failings to integrate the functions and disciplines.

Anomaliesbetweenthestandardswillinevitablyexistbecauseoftheverynatureoftherisks,e.g.the risk assessment methodology cannot be developed as a fully integrated system because healthandsafetyriskassessmentrequiresatask-basedapproach,whereastheenvironmentusuallyrequiresa‘global’approach,althoughpartialintegrationispossible.

The effectiveness of integrated management systems is generally found to be variable. At most levelsofimplementation,integratedmanagementsystemsareeffective.However,integratedriskassessmentandauditmethodologiesprovetobetheleasteffective,particularlywhenusedbynon-specialistpersonnel.


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Table 2: Benefits of Integrated and Separate Management Systems

Integrated Management Systems Separate Management Systems

Consistency / avoidance of duplication and unnecessarycostinprocedural,record-keeping,auditingandsoftwareareas.

Existingsystemsmayworkwellandmaylose some effectiveness during and after integration.

Avoidsnarrowdecisionmakingthatsolvesa problem in one area but creates a problem in another area.

Safetyandqualitysystemscannotbetreated exactly the same, e.g. safety standards must meet legal minima, and qualitystandardscanbesetinternally.Separate systems can be operated more easilywithadifferentphilosophy.

Encourages priorities and resource utilisationthatreflectstheoverallneedsof the organisation rather than individual disciplines.

Business needs may demand systems of different complexity, e.g. a complex safety systemandasimplequalitysystem,sobureaucracy can be more easily tailored to the needs of the subject.

Initiativesinoneareamaybenefitotherareas.

Separate systems may encourage a more detailed and focused approach to auditing and standards.

Encouragescloserworkingandequalinfluenceamongstspecialists/careerdevelopment.

Separate systems are clearer for regulators toworkwith.

Provides scope for the integration of other areas, e.g. security, production safety, etc.

Changetointegrationwillrequireresourceinput / time to develop.

Encourages the spread of a positive culture across three disciplines.

BenefitsofIntroducingaManagementSystemThebenefitsofestablishinganOH&SmanagementsystemistoeliminateorminimiserisktoemployeesandotherinterestedpartieswhomaybeexposedtoOH&Srisksassociatedwithits activities and to:

▪ AssureitselfofitsconformancewithitsstatedOH&Spolicy;

▪ Demonstrate such conformance to others;

▪ Implement,maintainandcontinuallyimproveanOH&Smanagementsystem;and

▪ Seekcertification/registrationofitsOH&Smanagementsystembyanexternalorganisation.



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The Role and Responsibilities of the Health and Safety PractitionerThe Health and Safety Practitioner and Health and Safety Management SystemsThe health and safety practitioner has a strategic role in the design, implementation, evaluation and maintenance of a health and safety management system. The key aspects of the role include:

▪ Advising the board or senior management on strategic health and safety issues;

▪ Formulating and developing health and safety policies, not just for existing activities but alsowithrespecttonewacquisitionsorprocesses;

▪ Formulatinganddevelopingspecificaspectsofthehealthandsafetymanagementsystem,e.g. the practical arrangements for risk assessment;

▪ Promoting a positive health and safety culture and securing the effective implementation of health and safety policy;

▪ Developing and contributing to the implementation of arrangements to ensure effective consultation and communication of health and safety issues;

▪ Planning for health and safety including the setting of realistic short and long-termobjectives, deciding priorities and establishing adequate systems and performancestandards;

▪ Day-to-day implementation andmonitoring of policy and plans including accident andincident investigation, reporting and analysis; and

▪ Reviewingperformanceandauditingofthehealthandsafetymanagementsystem.

Tofulfiltheroleeffectivelyhealthandsafetyadvisersneedtohavethestatusandcompetencetoadvisemanagementandemployeesortheirrepresentativeswithauthorityandindependence.


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InfluencingOwnershipandConductWithintheOrganisationIn order for the practitioner to play an effective role in the development, maintenance and improvementoftheorganisation’shealthandsafetymanagementsystem,theywillnaturallyhavetoworkwithindividualsatalllevelswiththeorganisation.Thehealthandsafetymanagementsystemwillnotbeeffectiveinimprovingtheorganisation’shealthandsafetyperformancebyitself,itneedsindividualsthroughouttheorganisationtotakeownershipofitandplaytheirpart.Thisiswherethepractitionercanhaveasignificantinfluence.

Duringdiscussionsandconsultationwithemployeesandmanagement,thepractitionermustbeseenasthe‘champion’ordrivingforceforhealthandsafetyandmustbeabletoconvincemanagers–especially seniormanagement - of thebenefitsof improvinghealthandsafetyperformance.Theymustthereforethemselvesshowcommitment,ownership,enthusiasmandalwaysconductthemselvesinsuchawaythatdemonstratestheybelieveinwhataretalkingabout. Being positive about health and safety, making suggestions for improvements and not justhighlightingproblems,encouragingotherstosharetheirviewsandsuggestionsandactivelygettingpeople involvedwithhealthandsafetyprogramswillallmakepositive influencesonemployeesconductandownershipofhealthandsafety.

Competence and Continuing Professional DevelopmentCompetence Competence,inthehealthandsafetycontext,islegallydefinedwithincaselawfromthe1960’sonwards(Cooper,1997)andmorerecentlywithintheUK’sManagementofHealthandSafetyatWorkRegulationswhichdefinescompetenceas“the ability to perform to a required standard”, andstatesthat:-

“A person shall be regarded as competent………. where he has sufficient training and experience or knowledge and other qualities to enable him properly to assist in undertaking the measures referred to….” (HSC,2000, p17)

Professional competence must be obtained, maintained and developed by taking all reasonable stepstokeepuptodatewithnewdevelopmentsinoccupationalsafetyandhealth.

Acknowledgementofthelimitationsofpersonalcompetenceisanimportantpartoftheprocess.Properpreparationand/orappropriatequalificationsmaybeessentialinassuringcompetenceforaspecificactivity.

Within the USA the Certified Safety Professional or CSP isasafetyprofessionalwhohasmeteducationandexperiencestandards,hasdemonstratedbyexamination theknowledgethat applies to professional safety practice, continues tomeet Recertification requirementsestablishedbytheBoardofCertifiedSafetyProfessionals.ThoseholdingtheCSPcertificationmustalsobere-certifiedeveryfiveyears.

The UK’s Institute of Occupational Safety and Health’s (IOSH) Continuing ProfessionalDevelopment(CPD)schemeprovidesapracticalframeworkfordemonstratingthemaintenanceof competence



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Continuing Professional Development Continuing Professional Development (CPD) is the term used to describe a commitment to structured skills enhancement and personal or professional competence.

CommitmenttoCPDisanacknowledgementthatbecomingprofessionallyqualifiedisnotanendinitself-itismerelythebeginning.

IOSH’sCPDschemeprovidesaframeworkto identifypersonalandtechnicalskillgapsandcreateanactionplantorefreshorexpandknowledgeandexperience.Itisintendedtoenhanceprofessional effectiveness, create a structured career path and safeguard professional status.

Notionsof learning through reflectiononpast experienceasanaid to personal continuousimprovementarenowcommoninmanyprofessions,notablythoseineducationandmedicine.

EvaluatingandDevelopingTheirOwnPracticeIn order for the Health and Safety Practitioner to competently advise the organisation in its health and safety management system and general issues, they must evaluate and develop theirownpractice.Thiswillensuretheyarehelpingandnothinderingtheorganisation’shealthand safety performance.

Evaluationoftheirownpracticeinvolvesthepractitioneranalyzingtheirownperformanceandthe health and safety impact they are having in the organisation. This can be done by:

▪ Measuring the effects of changes and developments they have introduced such as the effects of introducing behavioural safety programmes;

▪ Setting personal objectives and targets and measuring their performance against them;

▪ Reviewingfailuresorunsuccessfulattemptstoproducechangesuchasreasonswhyasimplificationofaccidentreportingprocedureshasnotresultedinmoreminoraccidentsbeing reported;

▪ Benchmarking their practice against other practitioners and against good practice case studies and information;

▪ Seeking advice from other competent professionals such as occupational hygenists, engineers or chemists; and

▪ Seeking feedback from others such as clients and as part of annual appraisals from senior management.


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Developingtheirownpracticemayinvolve:

▪ Increasingtheircoreknowledgeandcompetencebyobtainingarecognisedqualificatione.g.NEBOSHInternationalDiplomainOccupationalHealthandSafety;

▪ Keepingup todatebyundertaking training in relevantareassuchasConfinedSpaceEntry,WorkatHeightequipmenttrainingorotherhazardspecifictrainingprogramme;

▪ Participating in CPD schemes;

▪ Access to suitable information sources;

▪ Networking with their peers at safety groups and conferences such as IOSH BranchMeetings or seminars;

▪ Seeking advice from other competent practitioners and consultants; and

▪ Initiatingandfollowingapersonaldevelopmentplan.



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Professional EthicsEthicsmaybeconsideredtobethescience,orsystematicanalysis,ofmoralitywheremoralityimpliesthecodesofconductorrulesofbehaviourimposedbyasocietyregardingwhatisrightandwrong.

Professional bodies, such as IOSH (2009) issue codes of conduct to frame the expectedstandardofprofessionalpracticewithregardtotechnicalcompetence,aspreviouslydiscussed,and professional conduct.

The key ethical principles of professional conduct are broadly covered by the interrelated concepts of honesty, respect and integrity.

In addition to maintenance and development of professional competence and not workingbeyondtheboundariesofthatcompetence,theIOSHethicscoderequiresprofessionalsafetypractitionerstoadheretothefollowingprinciples

▪ Perform according to the highest standards and ethical principles, maintaining respect for humandignity,loyaltytotheworkforceandprofessionalindependenceintheexecutionoftheir functions;

▪ Ensure that any professional opinion is given honestly and is objective and reliable;

▪ Acceptprofessionalresponsibilityforalltheirworkandshalltakeallreasonablestepstoensure the competence of those conducting tasks on their behalf;

▪ Take reasonable steps to ensure that persons overruling or neglecting their professional adviceareformallymadeawareofpotentialadverseconsequenceswhichmayresult;

▪ Uphold the reputation and good standing of the Institution, other members, and professional practice and standards, and not bring them into disrepute;

▪ Not recklessly or maliciously injure, the professional reputation, prospects or business of another;

▪ Notbehaveinawaywhichmaybeconsideredinappropriatetoothermembersorstaffofthe Institution;

▪ Not improperlyusemembershiporpositionwithin theorganisationof the Institution forcommercial or personal gain;

▪ Not improperly disclose any information which may reasonably be considered to beprejudicial to the business of any present or past employer, client or the Institution;

▪ Make information they hold necessary to safeguard the health and safety of those persons forwhomtheyhavealegalandmoralresponsibilityavailableasrequired;

▪ Complywith thedataprotectionprinciplesandnotification requirements set out in theDataProtectionAct1998orequivalentlegislation;

▪ Maintainfinancialpropriety inall theirprofessionaldealingswithemployersandclientsand shall ensure that they are covered by appropriate professional indemnity insurance;


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▪ Berespectfulofallpeopletheycomeintoprofessionalcontactwithandnotdiscriminateon grounds of race, colour, religion or belief, disability, sex, marital status, age, sexual orientation, nationality and ethnic or national origins;

▪ ActwithinthelawandnotifytheInstitutionifconvictedofanycriminaloffence.(Arelevantconviction may lead to disciplinary proceedings); and

▪ ComplywiththeInstitution’sCharter,ByelawsandRegulations

ConflictofInterestConflictofinterestreferstooccasionswhereusingprofessionaljudgmentmayleadtoproblemsin securing future or continuing employment or contracts.

A simple example of this type of conflict might be where a consultant is aware that hisrecommendationsaren’tbeingimplemented,butcontinuestoadvisetheorganisationsoasnotto lose the income from the contract.

The IOSHcodeof conduct requiresmembers to seek to avoid their professional judgmentbeinginfluencedbyanyconflictofinterestandtoinformtheiremployer,client,ortheInstitutionofanyconflictbetweenpersonalinterestandservicetotherelevantparty.



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ReferencesHSE 2002 INDG 355; Reduce Risks, Cut Costs

HSE 1991 HSG96; The Cost of Accidents at Work.

TheWorldHealthOrganisation Occupationalhealthpage http://www.who.int/peh/Occupational_health/occindex.htm G.Slapper 1999 Corporate Crime, Longman.

and S.Tombs

P.Mitchel, 1999 Theimpactofglobalisationonhealthandsafetyatwork. ReportissuedbytheWorldHealthOrganisationandInternational LabourOrganisation http://www.wsws.org/articles/1999/jul1999/who-j23.shtml

HSE 2006 RR502;HSEResearchDocument-“MigrantworkersinEngland andWales:Anassessmentofmigrantworkerhealthandsafetyrisks”

IOSH 2009 CodeofConduct.

IIRSM 2010 Code of Ethics.

HSE 2009 The Health and Safety of Great Britain: Be Part of the Solution.

ISO 2010 ISO26000;SocialResponsibility,www.iso.org/iso/iso_catalogue

ISO/BSI 1996 EnvironmentalManagementSystems,BSENISO14000series.

ILO 2001 ILO-OSH-2001GuidelinesonOccupationalHealthandSafety Management Systems.

ILO 1981 C155;InternationalLabourStandards,OccupationalSafetyand Health Convention, Geneva.

ILO 1981 R164;InternationalLabourStandards,OccupationalSafetyand Health Recommendation, Geneva.

BSI 1999 OHSAS18001;OccupationalHealthandSafetyManagement SystemsSpecification.

Sarbanes-Oxley Act2002(pubL.No107-204,116Stat745)

HSE 1991 HSG 65; Successful Health and Safety Management HSG 65, as amended.

BSI 1994 QualityManagementSystems,BSENISO9000series.

1026 int diploma ia1 v2

Documents

principles of health

safety management systems

safety management santia

safety practitioner

effective health

safety standards

safety managementelement

integrated management