accident investigations in · pdf filehealth and safety executive health and safety executive...
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![Page 1: Accident Investigations in · PDF fileHealth and Safety Executive Health and Safety Executive Accident Investigations in Practice Mark Burton – CI2A & Gill Chambers – CI2B H.S.E](https://reader034.vdocuments.net/reader034/viewer/2022051320/5a7175367f8b9a93538cf14b/html5/thumbnails/1.jpg)
Health and Safety Executive
Accident Investigationsin Practice
Mark Burton – CI2A&Gill Chambers – CI2BH.S.E. Inspectors
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Health and Safety Executive
Health and Safety Executive
Accident Investigations in Practice
Mark Burton – CI2A &
Gill Chambers – CI2B
H.S.E. Inspectors
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Aims and Objectives
• To enable SMEs to carry out investigations
• To improve the number and quality of investigations carried out
• To ensure full employee involvement
• To ensure that immediate, underlying and management failings are all addressed
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Aims and Objectives
• To ensure that firm recommendations and an action plan result from an investigation
• To ensure that senior managers and decision makers are involved in, and committed to, the action plan
• To ensure that the action plan is implemented
• To feed the investigation findings back into the risk assessments.
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Accident Investigations in Practice
• Understanding the language
• What to investigate
• Who should investigate
• What makes a good investigation
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Accident Investigations in Practice
• Guidance - HSG245
• Four step approach to investigating
• Series of questions linked to an adverse event investigation form
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Understanding the Language
• Adverse Event:– Accident - results in injury or ill-health– Incident
• Near Miss • Undesired Circumstance
– Dangerous Occurrence
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Understanding the Language
• Consequence:– Fatal– Major injury/ill health– Serous injury/ill/health (3 days)– Minor injuries – first aid less 3 days– Damage Only
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Understanding the Language
• Likelihood– Certain – again & soon– Likely – re-occur but not an
everyday event– Possible – occurs from time to
time– Unlikely – not expected in
foreseeable future– Rare – not expected to happen
again
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Understanding the Language
• Hazards – Potential to cause harm
• Risk – Combination of likelihood of a hazard occurring and the severity of the consequences
• Risk control measures – precautions to reduce risk to a tolerable level
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Understanding the Language
• Immediate Cause– Obvious reason of an adverse event – There may be several causes
• Underlying Cause – Less obvious system or organisational
reasons for an adverse event• Root Cause
– Initiating event or failing, which all other causes or failings spring
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Understanding the Language• Immediate Causes
– Blade, substance, dust, open wrong valve etc.
• Underlying Cause– Unsafe acts & unsafe conditions (guard
removed, ventilation switched off etc.
• Root Cause– Failure to identify training needs, assess
competence; little use of risk assessments. Etc
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Causes of Adverse Events
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Domino Effect
• Each domino– a failing or error
combined cause an adverse event
• B Immediate cause– prevent sequence
• A root causes– prevent a series of
adverse events.
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Where do I start?
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What to Investigate?• Accidents –
Injuries & Ill-health
• Dangerous occurrences
• Near misses and undesired circumstances
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What to Investigate?• Near Misses & Undesired Circumstances
– You do not have injured people, their families and a demoralised workforce; no civil claims
– Criminal action is unlikely– Witnesses more likely to be helpful and tell
the truth.
• Pure luck determines if it is an undesired circumstance, a near miss or an accident
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What to Investigate?• Adverse Event Assessment
– Potential consequences - Consider worst– Frequency / likelihood of the adverse event
recurring should determine the level of investigation,
• Consider– Potential for learning– Similar events
• Best practice – Members of public
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The Decision to Investigate?
Potential worst consequence of adverse eventLikelihood
ofrecurrence Minor Serious Major Fatal
Certain
Likely
Possible
Unlikely
Rare
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What to Investigate - Accidents
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What to Investigate – Ill Health
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What to Investigate – Near Misses
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What to Investigate
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What to Investigate -Dangerous Occurrences
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What to Investigate -Undesired Circumstance
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What to Investigate
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What to Investigate
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Who should Investigate?
• Management & Workforce– Supervisors, line managers, union safety
reps, H&S professionals, employee reps & senior management/partners/directors
• Range of practical knowledge & experience– Detailed knowledge of work activities– Familiar with health & safety good practices– Standards & legal requirements
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Who should Investigate?• Minimal level investigation - relevant
supervisor - circumstances of the event and try to learn any lessons which will prevent future occurrences
• Low level investigation - Short investigation by relevant supervisor or line manager into the circumstances and immediate, underlying and root causes of the adverse event.
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Who should Investigate?• Medium level investigation - more detailed
investigation by the relevant supervisor or line manager, the health and safety adviser and employee representatives and will look for the immediate, underlying and root causes.
• High level investigation - team-based investigation, involving supervisors or line managers, health and safety advisers and employee representatives - under the supervision of senior management or directors and will look for the immediate, underlying, and root causes.
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Who should Investigate?
• Investigation team must include– People with investigative skills
• Information gathering• Interviewing• Evaluating• And analysing
• Led by or reports to persons in authority
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Who shouldn’t Investigate
• Anyone involved in the incident– Line Managers, Supervisors, Operators
• Potential conflict of interest
• Potential to compromise findings
• Many site accident procedures refer to immediate supervisors and managers carrying out the initial investigation
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When should it start?
• Urgency will depend on the magnitude and immediacy of risk
• Adverse events should be investigated and analysed as soon as possible.
• Memory is best and motivation greatest immediately after an adverse event.
• NB – Consider the state of those being interviewed – May be in shock
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What does it involve?• Analysis of all information available
– Physical – scene of incident– Verbal – accounts of witnesses– Written – documents
• Process drawings (P&ID’s)• Risk assessments• Permits to work• Procedures• Instructions, job guides etc.
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Operator Error• Investigations conclude - ‘operator error’
– Was the design or layout of controls confusing– Was the equipment suitable – Were people competent – Were they adequately supervised – Were people overloaded with work – Under time pressure – long or double shifts– Physically and mentally fit for the work – Were there safe working procedures and
instructions etc etc
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What makes a good Investigation?
• “To get rid of weeds you must dig up the root. If you only cut off the foliage the root will grow again.”
• Investigations which identify root causes that organisations can learn from their past failures and prevent future failures
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What makes a good Investigation?
• Is suitable for purpose – proportionate to risk
• Thorough systematic and structured
• Is carried out with prevention in mind NOT apportioning blame.
• It does not jump to conclusions
• Based on facts provided
• Follows the causal chain all the way up to Management level
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What makes a good Investigation?
• Explores all lines of enquiry• Timely, objective and unbiased• Identifies immediate, underlying and root
causes• Reviews existing risk control measures• Action plan AND implementation
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Risk Control Measures
• identify the risk control measures which were missing, inadequate or unused
• compare with standards, guidance and good practice
• identify additional measures needed to address the immediate, underlying and root causes
• provide meaningful recommendations which can be implemented.
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Action Plan & Implementation
• Set SMART objectives (Specific, Measurable, Agreed, and Realistic with Timescales)
• Feedback to all parties - ensure findings and recommendations are correct - address the issues and are realistic
• Ensure that the people who ‘can make it happen’ are part of the decision process
• Monitor progress against the Action Plan• Review relevant Risk Assessments and Safe
Working Procedures
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How do we achieve all of this?
• Health and safety policy sets the standard you want to achieve
• Suitable procedure explains how you want to achieve it
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Accident Investigations in Practice
• Understanding the language
• What to investigate
• Who should investigate
• What makes a good investigation
![Page 43: Accident Investigations in · PDF fileHealth and Safety Executive Health and Safety Executive Accident Investigations in Practice Mark Burton – CI2A & Gill Chambers – CI2B H.S.E](https://reader034.vdocuments.net/reader034/viewer/2022051320/5a7175367f8b9a93538cf14b/html5/thumbnails/43.jpg)
Desired or Undesired?
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Health and Safety Executive
Health and Safety Executive
Any Questions
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