About Course
𝐂𝐎𝐔𝐑𝐒𝐄 𝐂𝐎𝐍𝐓𝐄𝐍𝐓𝐒
𝐌𝐨𝐝𝐮𝐥𝐞 𝟏 – 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐨𝐟 𝐇𝐞𝐚𝐥𝐭𝐡 & 𝐒𝐚𝐟𝐞𝐭𝐲
- 𝐖𝐡𝐲 𝐖𝐞 𝐒𝐡𝐨𝐮𝐥𝐝 𝐌𝐚𝐧𝐚𝐠𝐞 𝐖𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐇𝐞𝐚𝐥𝐭𝐡 & 𝐒𝐚𝐟𝐞𝐭𝐲
- 𝐇𝐞𝐚𝐥𝐭𝐡 & 𝐒𝐚𝐟𝐞𝐭𝐲 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐒𝐲𝐬𝐭𝐞𝐦𝐬
- 𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐑𝐢𝐬𝐤 – 𝐏𝐞𝐨𝐩𝐥𝐞 & 𝐏𝐫𝐨𝐜𝐞𝐬𝐬𝐞𝐬
- 𝐇𝐞𝐚𝐥𝐭𝐡 & 𝐒𝐚𝐟𝐞𝐭𝐲 𝐌𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 & 𝐌𝐞𝐚𝐬𝐮𝐫𝐢𝐧𝐠
𝐌𝐨𝐝𝐮𝐥𝐞 𝟐 – 𝐖𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐇𝐚𝐳𝐚𝐫𝐝𝐬 & 𝐑𝐢𝐬𝐤 𝐂𝐨𝐧𝐭𝐫𝐨𝐥
- 𝐏𝐡𝐲𝐬𝐢𝐜𝐚𝐥 & 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐇𝐞𝐚𝐥𝐭𝐡
- 𝐌𝐮𝐬𝐜𝐮𝐥𝐨𝐬𝐤𝐞𝐥𝐞𝐭𝐚𝐥 𝐇𝐞𝐚𝐥𝐭𝐡
- 𝐂𝐡𝐞𝐦𝐢𝐜𝐚𝐥 & 𝐁𝐢𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐀𝐠𝐞𝐧𝐭𝐬
- 𝐆𝐞𝐧𝐞𝐫𝐚𝐥 𝐖𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐇𝐞𝐚𝐥𝐭𝐡 & 𝐒𝐚𝐟𝐞𝐭𝐲 𝐈𝐬𝐬𝐮𝐞𝐬
- 𝐖𝐨𝐫𝐤 𝐄𝐪𝐮𝐢𝐩𝐦𝐞𝐧𝐭 & 𝐌𝐚𝐜𝐡𝐢𝐧𝐞𝐫𝐲 𝐒𝐚𝐟𝐞𝐭𝐲
- 𝐅𝐢𝐫𝐞 𝐒𝐚𝐟𝐞𝐭𝐲 & 𝐅𝐢𝐫𝐞 𝐑𝐢𝐬𝐤 𝐂𝐨𝐧𝐭𝐫𝐨𝐥
- 𝐄𝐥𝐞𝐜𝐭𝐫𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 & 𝐑𝐢𝐬𝐤 𝐂𝐨𝐧𝐭𝐫𝐨𝐥
An advanced occupational health and safety programme covering HSE management systems, workplace risk management, safety culture, hazard control, occupational health, incident investigation, fire, electrical, machinery, chemical and biological hazards, and practical workplace risk assessment.
𝐃𝐔𝐑𝐀𝐓𝐈𝐎𝐍
⏱ 8–16 𝐖𝐞𝐞𝐤𝐬 ( 3 MONTH – 6 MONTH )
𝐅𝐎𝐑 𝐖𝐇𝐎𝐌
Suitable for HSE Officers, Safety Officers, Safety Supervisors, Engineers, HSE/EHS Professionals, Managers, Auditors, Consultants, and professionals seeking advanced knowledge in Occupational Health & Safety.
𝐌𝐎𝐃𝐄 𝐎𝐅 𝐓𝐑𝐀𝐈𝐍𝐈𝐍𝐆
𝟏𝟎𝟎% 𝐎𝐧𝐥𝐢𝐧𝐞 & 𝐋𝐌𝐒-𝐁𝐚𝐬𝐞𝐝 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠
𝐄𝐗𝐀𝐌 / 𝐀𝐒𝐒𝐄𝐒𝐒𝐌𝐄𝐍𝐓
𝐀𝐬𝐬𝐞𝐬𝐬𝐦𝐞𝐧𝐭 & 𝐎𝐩𝐞𝐧-𝐁𝐨𝐨𝐤 𝐄𝐱𝐚𝐦 (𝐎𝐁𝐄) 𝐁𝐚𝐬𝐞𝐝
What Will You Learn?
- By completing the 𝐄𝐎𝐒𝐇 𝐔𝐊 𝐋𝐞𝐯𝐞𝐥 𝟓 𝐀𝐝𝐯𝐚𝐧𝐜𝐞𝐝 𝐃𝐢𝐩𝐥𝐨𝐦𝐚 𝐢𝐧 𝐎𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐇𝐞𝐚𝐥𝐭𝐡 & 𝐒𝐚𝐟𝐞𝐭𝐲, learners will develop advanced knowledge and practical competence in managing workplace health, safety and environmental responsibilities. The course covers legislation and compliance, advanced hazard identification, risk assessment, incident investigation, emergency preparedness, occupational health, management systems, environmental risk, safety culture and sustainability.
- You will learn how to:
- 𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐲, 𝐞𝐯𝐚𝐥𝐮𝐚𝐭𝐞 𝐚𝐧𝐝 𝐜𝐨𝐧𝐭𝐫𝐨𝐥 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐡𝐚𝐳𝐚𝐫𝐝𝐬 𝐚𝐧𝐝 𝐫𝐢𝐬𝐤𝐬
- 𝐀𝐩𝐩𝐥𝐲 𝐨𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐡𝐞𝐚𝐥𝐭𝐡 & 𝐬𝐚𝐟𝐞𝐭𝐲 𝐥𝐞𝐠𝐢𝐬𝐥𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐫𝐞𝐠𝐮𝐥𝐚𝐭𝐨𝐫𝐲 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐦𝐞𝐧𝐭𝐬
- 𝐂𝐨𝐧𝐝𝐮𝐜𝐭 𝐢𝐧𝐜𝐢𝐝𝐞𝐧𝐭 𝐢𝐧𝐯𝐞𝐬𝐭𝐢𝐠𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐫𝐨𝐨𝐭 𝐜𝐚𝐮𝐬𝐞 𝐚𝐧𝐚𝐥𝐲𝐬𝐢𝐬
- 𝐏𝐥𝐚𝐧 𝐟𝐨𝐫 𝐞𝐦𝐞𝐫𝐠𝐞𝐧𝐜𝐢𝐞𝐬, 𝐜𝐫𝐢𝐬𝐢𝐬 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐚𝐧𝐝 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐞
- 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐨𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐡𝐞𝐚𝐥𝐭𝐡, 𝐢𝐧𝐝𝐮𝐬𝐭𝐫𝐢𝐚𝐥 𝐡𝐲𝐠𝐢𝐞𝐧𝐞 𝐚𝐧𝐝 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐰𝐞𝐥𝐥𝐧𝐞𝐬𝐬
- 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐇𝐒𝐌𝐒 / 𝐈𝐒𝐎 𝟒𝟓𝟎𝟎𝟏 𝐚𝐧𝐝 𝐄𝐌𝐒 / 𝐈𝐒𝐎 𝟏𝟒𝟎𝟎𝟏 𝐩𝐫𝐢𝐧𝐜𝐢𝐩𝐥𝐞𝐬
- 𝐌𝐚𝐧𝐚𝐠𝐞 𝐞𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭𝐚𝐥 𝐫𝐢𝐬𝐤, 𝐩𝐨𝐥𝐥𝐮𝐭𝐢𝐨𝐧, 𝐰𝐚𝐬𝐭𝐞 𝐚𝐧𝐝 𝐬𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐢𝐥𝐢𝐭𝐲
- 𝐃𝐞𝐯𝐞𝐥𝐨𝐩 𝐩𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐬𝐚𝐟𝐞𝐭𝐲 𝐜𝐮𝐥𝐭𝐮𝐫𝐞, 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫𝐚𝐥 𝐬𝐚𝐟𝐞𝐭𝐲 𝐚𝐧𝐝 𝐇𝐒𝐄 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩.
Course Content
𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟏 & 2 : 𝐖𝐇𝐘 𝐖𝐄 𝐒𝐇𝐎𝐔𝐋𝐃 𝐌𝐀𝐍𝐀𝐆𝐄 𝐖𝐎𝐑𝐊𝐏𝐋𝐀𝐂𝐄 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 ( 1.1 & 1.2 , 1.3 ) & Element 2 : How a HSMS Looks like
The three main reasons for managing workplace health and safety are 𝐌𝐨𝐫𝐚𝐥, 𝐋𝐞𝐠𝐚𝐥 𝐚𝐧𝐝 𝐅𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥. Effective health and safety management protects workers from injury and ill health while also protecting the organisation from financial loss and legal consequences.
𝐈𝐍𝐓𝐑𝐎𝐃𝐔𝐂𝐓𝐈𝐎𝐍 𝐓𝐎 𝐊𝐄𝐘 𝐓𝐄𝐑𝐌𝐒
𝟏. 𝐇𝐞𝐚𝐥𝐭𝐡
𝐇𝐞𝐚𝐥𝐭𝐡 refers to the absence of disease or ill health. It includes both physical and psychological health.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞: Exposure to asbestos dust can cause serious occupational disease many years after exposure, while excessive workplace stress can negatively affect psychological health.
𝟐. 𝐒𝐚𝐟𝐞𝐭𝐲
𝐒𝐚𝐟𝐞𝐭𝐲 means the absence of risk of serious personal injury.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞: A worker standing beneath a suspended crane load is exposed to a serious safety risk. Keeping people outside the danger zone helps maintain safety.
𝟑. 𝐖𝐞𝐥𝐟𝐚𝐫𝐞
𝐖𝐞𝐥𝐟𝐚𝐫𝐞 means providing workers with appropriate basic facilities to support their health, hygiene and well-being at work.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞𝐬: Toilets, hand-washing facilities, changing rooms, rest areas, hygienic eating facilities, drinking water and basic first-aid provision.
𝐌𝐎𝐑𝐀𝐋 𝐑𝐄𝐀𝐒𝐎𝐍 𝐅𝐎𝐑 𝐌𝐀𝐍𝐀𝐆𝐈𝐍𝐆 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘
The 𝐦𝐨𝐫𝐚𝐥 𝐫𝐞𝐚𝐬𝐨𝐧 is based on an employer's responsibility to protect workers from unnecessary injury, occupational disease, suffering and death.
Employers control many aspects of work, including the workplace, equipment and working practices. Therefore, they have a moral responsibility to provide safe and healthy working conditions. Poor health and safety can affect not only an injured worker but also their family, dependants, friends and colleagues.
In simple terms:
“𝐈𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐫𝐢𝐠𝐡𝐭 𝐭𝐡𝐢𝐧𝐠 𝐭𝐨 𝐝𝐨.”
Workers should be able to go to work, earn their living and return home without suffering serious injury or work-related ill health.
𝐅𝐈𝐍𝐀𝐍𝐂𝐈𝐀𝐋 𝐑𝐄𝐀𝐒𝐎𝐍 𝐅𝐎𝐑 𝐌𝐀𝐍𝐀𝐆𝐈𝐍𝐆 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘
Workplace accidents, occupational ill health and property damage can result in significant financial losses.
These losses can include both 𝐝𝐢𝐫𝐞𝐜𝐭 𝐜𝐨𝐬𝐭𝐬 and 𝐢𝐧𝐝𝐢𝐫𝐞𝐜𝐭 𝐜𝐨𝐬𝐭𝐬. Some losses may be covered by insurance, while many others remain uninsured. Serious accidents can have such a significant financial impact that they may threaten the survival of an organisation.
𝐃𝐢𝐫𝐞𝐜𝐭 𝐂𝐨𝐬𝐭𝐬
𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧: Direct costs are measurable financial costs that arise directly from an accident, injury or work-related ill-health event.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞𝐬:
𝐅𝐢𝐫𝐬𝐭-𝐚𝐢𝐝 𝐚𝐧𝐝 𝐦𝐞𝐝𝐢𝐜𝐚𝐥 𝐭𝐫𝐞𝐚𝐭𝐦𝐞𝐧𝐭
𝐒𝐢𝐜𝐤 𝐩𝐚𝐲 𝐟𝐨𝐫 𝐢𝐧𝐣𝐮𝐫𝐞𝐝 𝐰𝐨𝐫𝐤𝐞𝐫𝐬
𝐑𝐞𝐩𝐚𝐢𝐫 𝐨𝐫 𝐫𝐞𝐩𝐥𝐚𝐜𝐞𝐦𝐞𝐧𝐭 𝐨𝐟 𝐝𝐚𝐦𝐚𝐠𝐞𝐝 𝐞𝐪𝐮𝐢𝐩𝐦𝐞𝐧𝐭
𝐋𝐨𝐬𝐭 𝐨𝐫 𝐝𝐚𝐦𝐚𝐠𝐞𝐝 𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐬
𝐋𝐨𝐬𝐭 𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧 𝐭𝐢𝐦𝐞
𝐈𝐧𝐝𝐢𝐫𝐞𝐜𝐭 𝐂𝐨𝐬𝐭𝐬
𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧: Indirect costs are losses that arise as a consequence of an accident or incident but may be difficult to identify or calculate precisely.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞𝐬:
𝐑𝐞𝐝𝐮𝐜𝐞𝐝 𝐬𝐭𝐚𝐟𝐟 𝐦𝐨𝐫𝐚𝐥𝐞
𝐋𝐨𝐰𝐞𝐫 𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐯𝐢𝐭𝐲 𝐚𝐧𝐝 𝐞𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲
𝐃𝐢𝐟𝐟𝐢𝐜𝐮𝐥𝐭𝐲 𝐫𝐞𝐜𝐫𝐮𝐢𝐭𝐢𝐧𝐠 𝐚𝐧𝐝 𝐫𝐞𝐭𝐚𝐢𝐧𝐢𝐧𝐠 𝐰𝐨𝐫𝐤𝐞𝐫𝐬
𝐋𝐨𝐬𝐬 𝐨𝐟 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐠𝐨𝐨𝐝𝐰𝐢𝐥𝐥
𝐃𝐚𝐦𝐚𝐠𝐞 𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐫𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧
𝐈𝐍𝐒𝐔𝐑𝐄𝐃 𝐀𝐍𝐃 𝐔𝐍𝐈𝐍𝐒𝐔𝐑𝐄𝐃 𝐂𝐎𝐒𝐓𝐒
𝐈𝐧𝐬𝐮𝐫𝐞𝐝 𝐂𝐨𝐬𝐭
𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧:
An 𝐢𝐧𝐬𝐮𝐫𝐞𝐝 𝐜𝐨𝐬𝐭 is a financial loss resulting from an accident or incident that is covered, fully or partly, by an organisation's insurance policy, subject to the policy's terms, limits and excess.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞𝐬 – 𝐈𝐧𝐬𝐮𝐫𝐞𝐝 𝐂𝐨𝐬𝐭𝐬
𝐃𝐚𝐦𝐚𝐠𝐞 𝐭𝐨 𝐩𝐥𝐚𝐧𝐭 𝐚𝐧𝐝 𝐞𝐪𝐮𝐢𝐩𝐦𝐞𝐧𝐭 – Insurance may cover repair or replacement costs.
𝐃𝐚𝐦𝐚𝐠𝐞 𝐭𝐨 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠𝐬 – Property insurance may cover insured workplace damage.
𝐖𝐨𝐫𝐤𝐞𝐫 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 – Insurance may cover compensation payable following workplace injury.
𝐌𝐞𝐝𝐢𝐜𝐚𝐥 𝐜𝐨𝐬𝐭𝐬 – Certain treatment expenses may be covered under applicable insurance.
𝐋𝐞𝐠𝐚𝐥 𝐜𝐨𝐬𝐭𝐬 𝐟𝐨𝐫 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 𝐜𝐥𝐚𝐢𝐦𝐬 – Insurance may cover eligible civil legal expenses.
𝐔𝐧𝐢𝐧𝐬𝐮𝐫𝐞𝐝 𝐂𝐨𝐬𝐭
𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧:
An 𝐮𝐧𝐢𝐧𝐬𝐮𝐫𝐞𝐝 𝐜𝐨𝐬𝐭 is a financial loss arising from an accident or incident that is not covered by insurance and must therefore be borne directly by the organisation.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞𝐬 – 𝐔𝐧𝐢𝐧𝐬𝐮𝐫𝐞𝐝 𝐂𝐨𝐬𝐭𝐬
𝐏𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧 𝐝𝐞𝐥𝐚𝐲𝐬 𝐨𝐫 𝐝𝐨𝐰𝐧𝐭𝐢𝐦𝐞 – Operations may stop while an incident is managed.
𝐀𝐜𝐜𝐢𝐝𝐞𝐧𝐭 𝐢𝐧𝐯𝐞𝐬𝐭𝐢𝐠𝐚𝐭𝐢𝐨𝐧 𝐭𝐢𝐦𝐞 – Staff and management time is required to investigate the event.
𝐂𝐫𝐢𝐦𝐢𝐧𝐚𝐥 𝐟𝐢𝐧𝐞𝐬 𝐚𝐧𝐝 𝐥𝐞𝐠𝐚𝐥 𝐜𝐨𝐬𝐭𝐬 – Criminal penalties cannot normally be transferred to an insurer.
𝐎𝐯𝐞𝐫𝐭𝐢𝐦𝐞 𝐭𝐨 𝐫𝐞𝐜𝐨𝐯𝐞𝐫 𝐥𝐨𝐬𝐭 𝐩𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧 – Additional labour costs may be required after an accident.
𝐋𝐨𝐬𝐬 𝐨𝐟 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐫𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧 – A serious incident may damage public confidence and future business.
𝐈𝐦𝐩𝐨𝐫𝐭𝐚𝐧𝐭 𝐏𝐨𝐢𝐧𝐭.
Even where insurance exists, the organisation may still have to pay an 𝐞𝐱𝐜𝐞𝐬𝐬, and the insurer will only pay up to the 𝐩𝐨𝐥𝐢𝐜𝐲 𝐥𝐢𝐦𝐢𝐭. Any amount beyond that limit remains uninsured.
1.2 𝐑𝐄𝐆𝐔𝐋𝐀𝐓𝐈𝐍𝐆 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘
𝐈𝐧 𝐓𝐡𝐢𝐬 𝐒𝐞𝐜𝐭𝐢𝐨𝐧
The 𝐥𝐞𝐠𝐚𝐥 𝐫𝐞𝐚𝐬𝐨𝐧 for managing workplace health and safety is based on the framework of laws and legal standards that govern how organisations operate and protect workers.
The key principles are:
𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐫𝐬 have legal responsibilities to provide workplaces, work activities, equipment and substances that are safe and without unacceptable risks to health.
𝐖𝐨𝐫𝐤𝐞𝐫𝐬 also have responsibilities for their own health and safety and that of others who may be affected by their actions.
The 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐋𝐚𝐛𝐨𝐮𝐫 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 (𝐈𝐋𝐎) has established important international standards, particularly 𝐂𝐨𝐧𝐯𝐞𝐧𝐭𝐢𝐨𝐧 𝐂𝟏𝟓𝟓 and 𝐑𝐞𝐜𝐨𝐦𝐦𝐞𝐧𝐝𝐚𝐭𝐢𝐨𝐧 𝐑𝟏𝟔𝟒.
Countries normally establish their own national or regional health and safety laws based on internationally recognised principles.
Failure to comply with legal requirements can result in 𝐞𝐧𝐟𝐨𝐫𝐜𝐞𝐦𝐞𝐧𝐭 𝐚𝐜𝐭𝐢𝐨𝐧, 𝐩𝐫𝐨𝐬𝐞𝐜𝐮𝐭𝐢𝐨𝐧, 𝐟𝐢𝐧𝐞𝐬 𝐚𝐧𝐝, 𝐢𝐧 𝐬𝐨𝐦𝐞 𝐜𝐚𝐬𝐞𝐬, 𝐢𝐦𝐩𝐫𝐢𝐬𝐨𝐧𝐦𝐞𝐧𝐭.
Workers injured through workplace accidents may also be entitled to 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧.
𝐋𝐄𝐆𝐀𝐋 𝐑𝐄𝐀𝐒𝐎𝐍𝐒 𝐅𝐎𝐑 𝐌𝐀𝐍𝐀𝐆𝐈𝐍𝐆 𝐖𝐎𝐑𝐊𝐏𝐋𝐀𝐂𝐄 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘
The 𝐥𝐞𝐠𝐚𝐥 𝐫𝐞𝐚𝐬𝐨𝐧 relates to the international and national laws that establish minimum standards for workplace health and safety.
Organisations are required to comply with applicable health and safety legislation. Failure to achieve the required standards may lead to action by enforcement authorities and prosecution through the courts.
The main purpose of these legal requirements is to ensure that:
𝐖𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞𝐬 𝐚𝐫𝐞 𝐬𝐚𝐟𝐞.
𝐇𝐞𝐚𝐥𝐭𝐡 𝐫𝐢𝐬𝐤𝐬 𝐚𝐫𝐞 𝐩𝐫𝐨𝐩𝐞𝐫𝐥𝐲 𝐜𝐨𝐧𝐭𝐫𝐨𝐥𝐥𝐞𝐝.
𝐖𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐚𝐜𝐜𝐢𝐝𝐞𝐧𝐭𝐬 𝐚𝐧𝐝 𝐨𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐝𝐢𝐬𝐞𝐚𝐬𝐞𝐬 𝐚𝐫𝐞 𝐩𝐫𝐞𝐯𝐞𝐧𝐭𝐞𝐝.
𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐫𝐬 𝐚𝐧𝐝 𝐰𝐨𝐫𝐤𝐞𝐫𝐬 𝐟𝐮𝐥𝐟𝐢𝐥 𝐭𝐡𝐞𝐢𝐫 𝐥𝐞𝐠𝐚𝐥 𝐝𝐮𝐭𝐢𝐞𝐬.
𝐓𝐇𝐄 𝐈𝐍𝐓𝐄𝐑𝐍𝐀𝐓𝐈𝐎𝐍𝐀𝐋 𝐅𝐑𝐀𝐌𝐄𝐖𝐎𝐑𝐊
There is no single global health and safety law that applies identically in every country. Each country develops its own legislation, although the fundamental principles are often similar.
An important organisation in establishing international workplace health and safety standards is the 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐋𝐚𝐛𝐨𝐮𝐫 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 (𝐈𝐋𝐎), an agency of the United Nations.
Two important ILO instruments are:
𝐈𝐋𝐎 𝐂𝐨𝐧𝐯𝐞𝐧𝐭𝐢𝐨𝐧 𝐂𝟏𝟓𝟓
The 𝐎𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 𝐚𝐧𝐝 𝐇𝐞𝐚𝐥𝐭𝐡 𝐂𝐨𝐧𝐯𝐞𝐧𝐭𝐢𝐨𝐧, 𝟏𝟗𝟖𝟏 (𝐂𝟏𝟓𝟓) establishes fundamental principles for occupational safety and health at both national and organisational levels.
𝐈𝐋𝐎 𝐑𝐞𝐜𝐨𝐦𝐦𝐞𝐧𝐝𝐚𝐭𝐢𝐨𝐧 𝐑𝟏𝟔𝟒
The 𝐎𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 𝐚𝐧𝐝 𝐇𝐞𝐚𝐥𝐭𝐡 𝐑𝐞𝐜𝐨𝐦𝐦𝐞𝐧𝐝𝐚𝐭𝐢𝐨𝐧, 𝟏𝟗𝟖𝟏 (𝐑𝟏𝟔𝟒) supplements C155 and provides more detailed guidance on how its principles can be implemented.
C155 and R164 recognise that the primary responsibility lies with the employer, while individual workers also have important responsibilities for maintaining workplace safety.
𝐄𝐌𝐏𝐋𝐎𝐘𝐄𝐑𝐒’ 𝐑𝐄𝐒𝐏𝐎𝐍𝐒𝐈𝐁𝐈𝐋𝐈𝐓𝐈𝐄𝐒 – 𝐂𝟏𝟓𝟓
𝐀𝐫𝐭𝐢𝐜𝐥𝐞 𝟏𝟔 𝐨𝐟 𝐈𝐋𝐎 𝐂𝟏𝟓𝟓 establishes basic obligations for employers.
In simple professional terms, employers should:
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐚 𝐬𝐚𝐟𝐞 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 – workplaces under their control should be safe and without risk to health.
𝐄𝐧𝐬𝐮𝐫𝐞 𝐬𝐚𝐟𝐞 𝐦𝐚𝐜𝐡𝐢𝐧𝐞𝐫𝐲 𝐚𝐧𝐝 𝐞𝐪𝐮𝐢𝐩𝐦𝐞𝐧𝐭 – machinery, equipment and processes should not expose workers to unacceptable risks.
𝐂𝐨𝐧𝐭𝐫𝐨𝐥 𝐡𝐚𝐳𝐚𝐫𝐝𝐨𝐮𝐬 𝐚𝐠𝐞𝐧𝐭𝐬 – chemical, physical and biological substances or agents under the employer's control should not create risks to health.
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐚𝐝𝐞𝐪𝐮𝐚𝐭𝐞 𝐩𝐫𝐨𝐭𝐞𝐜𝐭𝐢𝐨𝐧 – appropriate protective clothing and equipment should be provided where necessary.
𝐏𝐫𝐞𝐯𝐞𝐧𝐭 𝐚𝐜𝐜𝐢𝐝𝐞𝐧𝐭𝐬 𝐚𝐧𝐝 𝐢𝐥𝐥 𝐡𝐞𝐚𝐥𝐭𝐡 – workplace arrangements should aim to prevent injury and adverse effects on workers' health.
𝐄𝐌𝐏𝐋𝐎𝐘𝐄𝐑𝐒’ 𝐎𝐁𝐋𝐈𝐆𝐀𝐓𝐈𝐎𝐍𝐒 – 𝐑𝟏𝟔𝟒
𝐀𝐫𝐭𝐢𝐜𝐥𝐞 𝟏𝟎 𝐨𝐟 𝐑𝟏𝟔𝟒 provides more practical detail about employers' responsibilities.
Employers should:
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐬𝐚𝐟𝐞 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞𝐬, 𝐞𝐪𝐮𝐢𝐩𝐦𝐞𝐧𝐭 𝐚𝐧𝐝 𝐰𝐨𝐫𝐤 𝐦𝐞𝐭𝐡𝐨𝐝𝐬 that do not create risks to health.
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐚𝐩𝐩𝐫𝐨𝐩𝐫𝐢𝐚𝐭𝐞 𝐢𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐭𝐫𝐚𝐢𝐧𝐢𝐧𝐠 so workers understand hazards and safe working practices.
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐧𝐞𝐜𝐞𝐬𝐬𝐚𝐫𝐲 𝐬𝐮𝐩𝐞𝐫𝐯𝐢𝐬𝐢𝐨𝐧 to ensure work is performed safely.
𝐄𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡 𝐬𝐮𝐢𝐭𝐚𝐛𝐥𝐞 𝐡𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐬𝐚𝐟𝐞𝐭𝐲 𝐚𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬 appropriate to the size and nature of the organisation.
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐧𝐞𝐜𝐞𝐬𝐬𝐚𝐫𝐲 𝐏𝐏𝐄 𝐟𝐫𝐞𝐞 𝐨𝐟 𝐜𝐡𝐚𝐫𝐠𝐞 where personal protective clothing or equipment is required.
𝐌𝐚𝐧𝐚𝐠𝐞 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐡𝐨𝐮𝐫𝐬 so that working time does not adversely affect workers' safety or health.
𝐏𝐫𝐞𝐯𝐞𝐧𝐭 𝐞𝐱𝐭𝐫𝐞𝐦𝐞 𝐩𝐡𝐲𝐬𝐢𝐜𝐚𝐥 𝐚𝐧𝐝 𝐦𝐞𝐧𝐭𝐚𝐥 𝐟𝐚𝐭𝐢𝐠𝐮𝐞 through appropriate workplace measures.
𝐊𝐞𝐞𝐩 𝐡𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐬𝐚𝐟𝐞𝐭𝐲 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞 𝐮𝐩 𝐭𝐨 𝐝𝐚𝐭𝐞 so that the organisation continues to meet its responsibilities.
𝐖𝐎𝐑𝐊𝐄𝐑𝐒’ 𝐑𝐄𝐒𝐏𝐎𝐍𝐒𝐈𝐁𝐈𝐋𝐈𝐓𝐈𝐄𝐒 & 𝐑𝐈𝐆𝐇𝐓𝐒
𝐀𝐫𝐭𝐢𝐜𝐥𝐞 𝟏𝟗 𝐨𝐟 𝐂𝟏𝟓𝟓 recognises that workers and their representatives have an important role in workplace health and safety.
𝐖𝐨𝐫𝐤𝐞𝐫𝐬’ 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬
Workers should:
𝐂𝐨-𝐨𝐩𝐞𝐫𝐚𝐭𝐞 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞𝐢𝐫 𝐞𝐦𝐩𝐥𝐨𝐲𝐞𝐫 on occupational health and safety matters.
𝐓𝐚𝐤𝐞 𝐫𝐞𝐚𝐬𝐨𝐧𝐚𝐛𝐥𝐞 𝐜𝐚𝐫𝐞 𝐨𝐟 𝐭𝐡𝐞𝐢𝐫 𝐨𝐰𝐧 𝐬𝐚𝐟𝐞𝐭𝐲 while carrying out work.
𝐂𝐨𝐧𝐬𝐢𝐝𝐞𝐫 𝐭𝐡𝐞 𝐬𝐚𝐟𝐞𝐭𝐲 𝐨𝐟 𝐨𝐭𝐡𝐞𝐫𝐬 who may be affected by their acts or omissions.
𝐅𝐨𝐥𝐥𝐨𝐰 𝐬𝐚𝐟𝐞𝐭𝐲 𝐢𝐧𝐬𝐭𝐫𝐮𝐜𝐭𝐢𝐨𝐧𝐬 𝐚𝐧𝐝 𝐩𝐫𝐨𝐜𝐞𝐝𝐮𝐫𝐞𝐬 established to control workplace risks.
𝐖𝐨𝐫𝐤𝐞𝐫𝐬’ 𝐑𝐢𝐠𝐡𝐭𝐬
Workers have important rights, including:
𝐑𝐢𝐠𝐡𝐭 𝐭𝐨 𝐢𝐧𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 – workers should receive adequate information about measures taken to protect their occupational safety and health.
𝐑𝐢𝐠𝐡𝐭 𝐭𝐨 𝐭𝐫𝐚𝐢𝐧𝐢𝐧𝐠 – workers should receive necessary occupational health and safety training.
𝐑𝐢𝐠𝐡𝐭 𝐭𝐨 𝐜𝐨𝐧𝐬𝐮𝐥𝐭𝐚𝐭𝐢𝐨𝐧 – workers should be consulted on health and safety matters relating to their work.
𝐑𝐢𝐠𝐡𝐭 𝐭𝐨 𝐥𝐞𝐚𝐯𝐞 𝐬𝐞𝐫𝐢𝐨𝐮𝐬 𝐝𝐚𝐧𝐠𝐞𝐫 – a worker should be able to leave a workplace where they reasonably believe there is an imminent and serious danger to life or health.
𝐓𝐇𝐄 𝐑𝐎𝐋𝐄 𝐎𝐅 𝐄𝐍𝐅𝐎𝐑𝐂𝐄𝐌𝐄𝐍𝐓 𝐀𝐆𝐄𝐍𝐂𝐈𝐄𝐒
Health and safety enforcement arrangements vary between countries because there is no single harmonised global enforcement system.
However, enforcement agencies commonly:
𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐡𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐬𝐚𝐟𝐞𝐭𝐲 𝐠𝐮𝐢𝐝𝐚𝐧𝐜𝐞 𝐚𝐧𝐝 𝐚𝐝𝐯𝐢𝐜𝐞.
𝐂𝐚𝐫𝐫𝐲 𝐨𝐮𝐭 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐢𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧𝐬.
𝐈𝐧𝐯𝐞𝐬𝐭𝐢𝐠𝐚𝐭𝐞 𝐚𝐜𝐜𝐢𝐝𝐞𝐧𝐭𝐬 𝐚𝐧𝐝 𝐬𝐞𝐫𝐢𝐨𝐮𝐬 𝐢𝐧𝐜𝐢𝐝𝐞𝐧𝐭𝐬.
𝐓𝐚𝐤𝐞 𝐟𝐨𝐫𝐦𝐚𝐥 𝐞𝐧𝐟𝐨𝐫𝐜𝐞𝐦𝐞𝐧𝐭 𝐚𝐜𝐭𝐢𝐨𝐧 where legal requirements are not being met.
𝐑𝐞𝐪𝐮𝐢𝐫𝐞 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭𝐬 𝐨𝐫 𝐬𝐭𝐨𝐩 𝐝𝐚𝐧𝐠𝐞𝐫𝐨𝐮𝐬 𝐚𝐜𝐭𝐢𝐯𝐢𝐭𝐢𝐞𝐬.
𝐈𝐧𝐢𝐭𝐢𝐚𝐭𝐞 𝐜𝐫𝐢𝐦𝐢𝐧𝐚𝐥 𝐩𝐫𝐨𝐜𝐞𝐞𝐝𝐢𝐧𝐠𝐬 against organisations or individuals suspected of committing offences.
Some countries also have separate 𝐟𝐢𝐫𝐞 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐭𝐢𝐞𝐬, while insurance companies may influence workplace safety through inspections, audits, premiums and conditions of insurance cover.
𝐂𝐎𝐍𝐒𝐄𝐐𝐔𝐄𝐍𝐂𝐄𝐒 𝐎𝐅 𝐍𝐎𝐍-𝐂𝐎𝐌𝐏𝐋𝐈𝐀𝐍𝐂𝐄
Failure to comply with workplace health and safety legislation can have serious consequences.
𝐂𝐫𝐢𝐦𝐢𝐧𝐚𝐥 𝐋𝐚𝐰 𝐂𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬
𝟏. 𝐅𝐨𝐫𝐦𝐚𝐥 𝐄𝐧𝐟𝐨𝐫𝐜𝐞𝐦𝐞𝐧𝐭 𝐀𝐜𝐭𝐢𝐨𝐧
An enforcement authority may require an organisation to make improvements within a specified period or stop a dangerous activity until adequate controls are implemented.
𝟐. 𝐏𝐫𝐨𝐬𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐨𝐟 𝐭𝐡𝐞 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧
An organisation may face criminal prosecution and, if convicted, may receive a substantial fine.
𝟑. 𝐏𝐫𝐨𝐬𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐨𝐟 𝐈𝐧𝐝𝐢𝐯𝐢𝐝𝐮𝐚𝐥𝐬
Directors, managers or workers may also be prosecuted and could face 𝐟𝐢𝐧𝐞𝐬 𝐚𝐧𝐝/𝐨𝐫 𝐢𝐦𝐩𝐫𝐢𝐬𝐨𝐧𝐦𝐞𝐧𝐭.
𝐂𝐢𝐯𝐢𝐥 𝐋𝐚𝐰 & 𝐂𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧
Injured workers may also be entitled to compensation. Depending on the legal system, this may involve:
𝐓𝐚𝐤𝐢𝐧𝐠 𝐜𝐢𝐯𝐢𝐥 𝐥𝐞𝐠𝐚𝐥 𝐚𝐜𝐭𝐢𝐨𝐧 against an employer and demonstrating negligence.
𝐂𝐥𝐚𝐢𝐦𝐢𝐧𝐠 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐚 𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐨𝐫 𝐫𝐞𝐠𝐢𝐨𝐧𝐚𝐥 𝐜𝐨𝐦𝐩𝐞𝐧𝐬𝐚𝐭𝐢𝐨𝐧 𝐬𝐜𝐡𝐞𝐦𝐞, where available.
𝐎𝐓𝐇𝐄𝐑 𝐈𝐍𝐓𝐄𝐑𝐍𝐀𝐓𝐈𝐎𝐍𝐀𝐋 𝐒𝐓𝐀𝐍𝐃𝐀𝐑𝐃𝐒
The 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐟𝐨𝐫 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐢𝐳𝐚𝐭𝐢𝐨𝐧 (𝐈𝐒𝐎) develops internationally recognised management and technical standards.
Important examples include:
𝐈𝐒𝐎 𝟒𝟓𝟎𝟎𝟏 – Occupational Health and Safety Management Systems.
𝐈𝐒𝐎 𝟗𝟎𝟎𝟏 – Quality Management Systems.
𝐈𝐒𝐎 𝟏𝟒𝟎𝟎𝟏 – Environmental Management Systems.
𝐈𝐒𝐎 𝟏𝟐𝟏𝟎𝟎 – Safety of Machinery.
ISO standards are not themselves legal standards, but they are widely adopted because they demonstrate recognised good management practices. ISO 45001 is compatible with other management-system standards such as ISO 9001 and ISO 14001.
𝐒𝐎𝐔𝐑𝐂𝐄𝐒 𝐎𝐅 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐈𝐍𝐅𝐎𝐑𝐌𝐀𝐓𝐈𝐎𝐍
National regulatory authorities are important sources of information on legislation, legal standards, guidance and recognised health and safety practices.
Examples include:
𝐇𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐒𝐚𝐟𝐞𝐭𝐲 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 (𝐇𝐒𝐄) – 𝐔𝐊
𝐎𝐜𝐜𝐮𝐩𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 𝐚𝐧𝐝 𝐇𝐞𝐚𝐥𝐭𝐡 𝐀𝐝𝐦𝐢𝐧𝐢𝐬𝐭𝐫𝐚𝐭𝐢𝐨𝐧 (𝐎𝐒𝐇𝐀) – 𝐔𝐒
𝐄𝐮𝐫𝐨𝐩𝐞𝐚𝐧 𝐀𝐠𝐞𝐧𝐜𝐲 𝐟𝐨𝐫 𝐒𝐚𝐟𝐞𝐭𝐲 𝐚𝐧𝐝 𝐇𝐞𝐚𝐥𝐭𝐡 𝐚𝐭 𝐖𝐨𝐫𝐤 – 𝐄𝐔
𝐖𝐨𝐫𝐤𝐒𝐚𝐟𝐞 – 𝐖𝐞𝐬𝐭𝐞𝐫𝐧 𝐀𝐮𝐬𝐭𝐫𝐚𝐥𝐢𝐚
These organisations publish guidance and information that can help employers and workers understand applicable workplace health and safety requirements.
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𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟏 – 𝟏.𝟑: 𝐖𝐇𝐎 𝐃𝐎𝐄𝐒 𝐖𝐇𝐀𝐓 𝐈𝐍 𝐎𝐑𝐆𝐀𝐍𝐈𝐒𝐀𝐓𝐈𝐎𝐍𝐒
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𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟐: 𝐇𝐎𝐖 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐒𝐘𝐒𝐓𝐄𝐌𝐒 𝐖𝐎𝐑𝐊 𝐀𝐍𝐃 𝐖𝐇𝐀𝐓 𝐓𝐇𝐄𝐘 𝐋𝐎𝐎𝐊 𝐋𝐈𝐊𝐄 ( 2.1)
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ELEMENT 𝟐.𝟐 – 𝐌𝐀𝐊𝐈𝐍𝐆 𝐓𝐇𝐄 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐒𝐘𝐒𝐓𝐄𝐌 𝐖𝐎𝐑𝐊 – 𝐓𝐇𝐄 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐏𝐎𝐋𝐈𝐂𝐘
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𝟏. 𝐖𝐡𝐲 𝐦𝐢𝐠𝐡𝐭 𝐭𝐰𝐨 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐬 𝐝𝐨𝐢𝐧𝐠 𝐬𝐢𝐦𝐢𝐥𝐚𝐫 𝐰𝐨𝐫𝐤 𝐡𝐚𝐯𝐞 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐡𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐬𝐚𝐟𝐞𝐭𝐲 𝐩𝐨𝐥𝐢𝐜𝐢𝐞𝐬?
𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟑 – 𝐌𝐀𝐍𝐀𝐆𝐈𝐍𝐆 𝐑𝐈𝐒𝐊: 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆 𝐏𝐄𝐎𝐏𝐋𝐄 & 𝐏𝐑𝐎𝐂𝐄𝐒𝐒𝐄𝐒 (3.1 H&S Culture)
𝟑.𝟏 – 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
𝐋𝐄𝐀𝐑𝐍𝐈𝐍𝐆 𝐎𝐁𝐉𝐄𝐂𝐓𝐈𝐕𝐄
For 3.1, the learner should be able to describe the concept of health and safety culture and explain how it influences health and safety performance.
𝐖𝐇𝐀𝐓 𝐈𝐒 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐂𝐔𝐋𝐓𝐔𝐑𝐄?
𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧
𝐇𝐞𝐚𝐥𝐭𝐡 𝐚𝐧𝐝 𝐒𝐚𝐟𝐞𝐭𝐲 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 means the shared attitudes, values, beliefs and behaviours relating to health and safety within an organisation.
In simple terms:
“𝐈𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐰𝐚𝐲 𝐩𝐞𝐨𝐩𝐥𝐞 𝐢𝐧 𝐚𝐧 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧 𝐭𝐡𝐢𝐧𝐤 𝐚𝐛𝐨𝐮𝐭 𝐬𝐚𝐟𝐞𝐭𝐲, 𝐟𝐞𝐞𝐥 𝐚𝐛𝐨𝐮𝐭 𝐬𝐚𝐟𝐞𝐭𝐲, 𝐚𝐧𝐝 𝐡𝐨𝐰 𝐭𝐡𝐚𝐭 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐢𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞𝐬 𝐭𝐡𝐞𝐢𝐫 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫.”
Culture is not created by one person. It develops collectively through management attitudes, worker behaviour, workplace customs, formal rules, informal practices and relationships. It exists at every level, from senior management to front-line workers.
𝐒𝐢𝐦𝐩𝐥𝐞 𝐅𝐨𝐫𝐦𝐮𝐥𝐚
𝐖𝐡𝐚𝐭 𝐩𝐞𝐨𝐩𝐥𝐞 𝐓𝐇𝐈𝐍𝐊 + 𝐰𝐡𝐚𝐭 𝐩𝐞𝐨𝐩𝐥𝐞 𝐁𝐄𝐋𝐈𝐄𝐕𝐄 + 𝐰𝐡𝐚𝐭 𝐩𝐞𝐨𝐩𝐥𝐞 𝐃𝐎 = 𝐇&𝐒 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
A health and safety culture can be either:
𝐏𝐎𝐒𝐈𝐓𝐈𝐕𝐄
or
𝐍𝐄𝐆𝐀𝐓𝐈𝐕𝐄
𝐑𝐄𝐋𝐀𝐓𝐈𝐎𝐍𝐒𝐇𝐈𝐏 𝐁𝐄𝐓𝐖𝐄𝐄𝐍 𝐂𝐔𝐋𝐓𝐔𝐑𝐄 & 𝐇&𝐒 𝐏𝐄𝐑𝐅𝐎𝐑𝐌𝐀𝐍𝐂𝐄
There is a strong connection between an organisation's safety culture and its safety performance.
𝐒𝐭𝐫𝐨𝐧𝐠 + 𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
→ 𝐆𝐨𝐨𝐝 𝐇&𝐒 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞
𝐖𝐞𝐚𝐤 + 𝐍𝐞𝐠𝐚𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
→ 𝐏𝐨𝐨𝐫 𝐇&𝐒 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞
𝐏𝐎𝐒𝐈𝐓𝐈𝐕𝐄 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
In a positive culture, most workers believe that health and safety is genuinely important.
Typical characteristics include:
𝐒𝐭𝐫𝐨𝐧𝐠 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 from senior management.
𝐂𝐥𝐞𝐚𝐫 𝐇&𝐒 𝐩𝐨𝐥𝐢𝐜𝐲 and direction.
Managers consider safety when making decisions.
Workers also think about the H&S consequences of their actions.
Workers follow procedures because they want to work safely, not simply because they are being watched.
Safe behaviour continues even when supervision is limited.
Unsafe behaviour is not accepted as normal.
Safe attitudes tend to spread through the workforce.
A strong culture therefore directly affects behaviour and normally results in fewer accidents and less occupational ill health.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞
A maintenance worker notices a machine guard is missing. Even though no supervisor is watching, the worker stops the machine and reports the problem.
This indicates a positive culture because the worker is acting safely because they believe it is the correct thing to do.
𝐍𝐄𝐆𝐀𝐓𝐈𝐕𝐄 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
In a negative culture, many workers believe that health and safety is unimportant, unnecessary or an obstacle to completing work.
Typical characteristics include:
Weak management leadership.
Poor H&S knowledge.
Safety considered less important than production or short-term profit.
Managers ignore H&S when making decisions.
Workers take shortcuts.
Procedures are ignored.
Unsafe behaviour becomes normal.
Safe workers may experience pressure to behave unsafely.
Accidents and ill health are more likely to occur.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞
Workers normally remove a machine guard because it makes production faster. Supervisors know this happens but do nothing.
Over time, removing the guard becomes “the normal way we do the job.”
That is a clear sign of a negative culture.
𝐅𝐀𝐂𝐓𝐎𝐑𝐒 𝐓𝐇𝐀𝐓 𝐍𝐄𝐆𝐀𝐓𝐈𝐕𝐄𝐋𝐘 𝐀𝐅𝐅𝐄𝐂𝐓 𝐇&𝐒 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
Important negative factors include:
𝐋𝐚𝐜𝐤 𝐨𝐟 𝐬𝐭𝐫𝐨𝐧𝐠 𝐬𝐚𝐟𝐞𝐭𝐲 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩.
𝐁𝐥𝐚𝐦𝐞 𝐜𝐮𝐥𝐭𝐮𝐫𝐞.
𝐋𝐚𝐜𝐤 𝐨𝐟 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐜𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭 – management says safety is important but behaves differently.
𝐇&𝐒 𝐠𝐢𝐯𝐞𝐧 𝐚 𝐥𝐨𝐰𝐞𝐫 𝐩𝐫𝐢𝐨𝐫𝐢𝐭𝐲 than other business matters.
Poorly managed or frequent organisational change.
𝐇𝐢𝐠𝐡 𝐬𝐭𝐚𝐟𝐟 𝐭𝐮𝐫𝐧𝐨𝐯𝐞𝐫.
𝐋𝐚𝐜𝐤 𝐨𝐟 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬, including inadequate staffing or equipment.
Lack of worker consultation.
Bullying, harassment or harmful peer pressure.
Poor H&S management systems and procedures.
External pressures, such as difficult economic conditions.
𝐊𝐞𝐲 𝐏𝐨𝐢𝐧𝐭
𝐖𝐡𝐚𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐝𝐨𝐞𝐬 𝐢𝐬 𝐨𝐟𝐭𝐞𝐧 𝐦𝐨𝐫𝐞 𝐩𝐨𝐰𝐞𝐫𝐟𝐮𝐥 𝐭𝐡𝐚𝐧 𝐰𝐡𝐚𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐬𝐚𝐲𝐬.
If managers tell workers to “work safely” but reward only fast production, workers may conclude that production is the real priority.
𝐈𝐍𝐃𝐈𝐂𝐀𝐓𝐎𝐑𝐒 𝐎𝐅 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
Attitudes, beliefs and values are difficult to measure directly.
Therefore, an organisation normally looks at observable indicators to understand whether its culture is positive or negative.
There is no single indicator that proves what the culture is. Several indicators should be considered together.
The important indicators are:
Accidents → Sickness → Absenteeism → Staff Turnover → Compliance → Complaints → Peer Behaviour
𝟏. 𝐀𝐂𝐂𝐈𝐃𝐄𝐍𝐓 𝐑𝐀𝐓𝐄𝐒
Accident records can help show the organisation's safety performance.
Accident rates can be compared with:
𝐏𝐫𝐞𝐯𝐢𝐨𝐮𝐬 𝐘𝐞𝐚𝐫𝐬
If accident rates are reducing over time, this may indicate improving safety culture.
𝐎𝐭𝐡𝐞𝐫 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐬 / 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲 𝐀𝐯𝐞𝐫𝐚𝐠𝐞
This comparison is called 𝐁𝐄𝐍𝐂𝐇𝐌𝐀𝐑𝐊𝐈𝐍𝐆.
If the organisation's accident rate is significantly higher than the industry average, this may indicate a negative safety culture.
𝟐. 𝐐𝐔𝐀𝐋𝐈𝐓𝐘 𝐎𝐅 𝐀𝐂𝐂𝐈𝐃𝐄𝐍𝐓 𝐈𝐍𝐕𝐄𝐒𝐓𝐈𝐆𝐀𝐓𝐈𝐎𝐍𝐒
Accident numbers are not the only indicator. How an organisation responds to accidents is also important.
𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Management puts time and effort into:
Investigating the accident.
Preparing good investigation reports.
Finding the causes.
Taking corrective action.
Preventing recurrence.
𝐍𝐞𝐠𝐚𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Management may:
Carry out superficial investigations.
Produce poor-quality reports.
Fail to follow up.
Use ineffective corrective actions.
Focus mainly on blaming the worker rather than understanding why the accident happened.
𝟑. 𝐒𝐈𝐂𝐊𝐍𝐄𝐒𝐒 𝐑𝐀𝐓𝐄𝐒
Some illnesses are caused or made worse by work.
Examples include:
Back pain.
Work-related stress.
Occupational dermatitis.
Respiratory problems.
High sickness rates may indicate poor working conditions or inadequate risk control and therefore may be evidence of a weak safety culture.
𝟒. 𝐀𝐁𝐒𝐄𝐍𝐓𝐄𝐄𝐈𝐒𝐌
Absenteeism means workers are frequently absent from work.
High absenteeism may indicate:
Work-related ill health
or
Low workforce morale
Poor morale can itself be connected with a weak or negative H&S culture.
𝐌𝐎𝐑𝐀𝐋𝐄 – 𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
𝐌𝐨𝐫𝐚𝐥𝐞 is the level of commitment, energy and enthusiasm that workers have toward their work.
𝟓. 𝐒𝐓𝐀𝐅𝐅 𝐓𝐔𝐑𝐍𝐎𝐕𝐄𝐑
Staff turnover refers to workers leaving an organisation and being replaced.
𝐋𝐨𝐰 𝐒𝐭𝐚𝐟𝐟 𝐓𝐮𝐫𝐧𝐨𝐯𝐞𝐫
May indicate:
Workers feel safe.
Morale is good.
Training is provided.
Workers are consulted.
Employees are satisfied with the working environment.
𝐇𝐢𝐠𝐡 𝐒𝐭𝐚𝐟𝐟 𝐓𝐮𝐫𝐧𝐨𝐯𝐞𝐫
May indicate dissatisfaction, poor working conditions or a negative culture.
𝟔. 𝐂𝐎𝐌𝐏𝐋𝐈𝐀𝐍𝐂𝐄 𝐖𝐈𝐓𝐇 𝐒𝐀𝐅𝐄𝐓𝐘 𝐑𝐔𝐋𝐄𝐒
𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Workers generally:
Follow safety rules.
Follow procedures.
Use controls correctly.
Behave safely even without constant supervision.
Safety inspections and audits therefore tend to identify high levels of compliance.
𝐍𝐞𝐠𝐚𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Workers may ignore procedures because:
They were poorly trained.
They have poor attitudes toward safety.
Supervision is weak.
They believe there will be no consequences for breaking the rules.
𝟕. 𝐂𝐎𝐌𝐏𝐋𝐀𝐈𝐍𝐓𝐒 𝐀𝐁𝐎𝐔𝐓 𝐖𝐎𝐑𝐊𝐈𝐍𝐆 𝐂𝐎𝐍𝐃𝐈𝐓𝐈𝐎𝐍𝐒
Worker complaints can also provide information about safety culture.
𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
The organisation may actively encourage workers to report concerns, but serious complaints may be relatively few because problems are addressed effectively.
𝐍𝐞𝐠𝐚𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Management may discourage complaints, while the complaints that are raised may involve serious and genuine problems.
𝐓𝐇𝐄 𝐈𝐍𝐅𝐋𝐔𝐄𝐍𝐂𝐄 𝐎𝐅 𝐏𝐄𝐄𝐑𝐒
𝐖𝐇𝐀𝐓 𝐀𝐑𝐄 𝐏𝐄𝐄𝐑𝐒?
Peers are the people a worker interacts with at work who may influence that worker even though they do not necessarily have formal authority over them.
Examples:
Co-workers.
Team members.
Experienced workers.
Informal group leaders.
When people work together, informal groups form. Certain influential individuals often establish the normal way of behaving within that group.
This accepted way of behaving becomes the group norm.
𝐏𝐄𝐄𝐑 𝐆𝐑𝐎𝐔𝐏 𝐏𝐑𝐄𝐒𝐒𝐔𝐑𝐄
𝐃𝐞𝐟𝐢𝐧𝐢𝐭𝐢𝐨𝐧
𝐏𝐞𝐞𝐫 𝐠𝐫𝐨𝐮𝐩 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 is the social pressure placed on an individual to follow the behaviour and accepted norms of their work group.
In simple terms:
“𝐄𝐯𝐞𝐫𝐲𝐨𝐧𝐞 𝐞𝐥𝐬𝐞 𝐝𝐨𝐞𝐬 𝐢𝐭 𝐭𝐡𝐢𝐬 𝐰𝐚𝐲, 𝐬𝐨 𝐈 𝐬𝐡𝐨𝐮𝐥𝐝 𝐝𝐨 𝐢𝐭 𝐭𝐡𝐢𝐬 𝐰𝐚𝐲 𝐭𝐨𝐨.”
𝐏𝐎𝐒𝐈𝐓𝐈𝐕𝐄 𝐏𝐄𝐄𝐑 𝐏𝐑𝐄𝐒𝐒𝐔𝐑𝐄
If a group already works safely, peer pressure can encourage new workers to behave safely too.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞
A new worker enters a construction site without wearing eye protection.
Other workers immediately say:
“You need your safety glasses before starting.”
The new worker follows the group norm.
This is positive peer pressure.
𝐍𝐄𝐆𝐀𝐓𝐈𝐕𝐄 𝐏𝐄𝐄𝐑 𝐏𝐑𝐄𝐒𝐒𝐔𝐑𝐄
If the group routinely behaves unsafely, a new worker may also adopt unsafe behaviour in order to fit in with the group.
Even when the worker knows that the behaviour is unsafe, social pressure can be strong enough to influence them.
𝐄𝐱𝐚𝐦𝐩𝐥𝐞
A new worker wants to wear hearing protection.
Experienced workers say:
“Nobody wears that here. You don't need it.”
The new worker stops wearing it because they do not want to appear different.
This is negative peer pressure.
𝐇𝐎𝐖 𝐂𝐀𝐍 𝐍𝐄𝐆𝐀𝐓𝐈𝐕𝐄 𝐏𝐄𝐄𝐑 𝐏𝐑𝐄𝐒𝐒𝐔𝐑𝐄 𝐁𝐄 𝐂𝐎𝐍𝐓𝐑𝐎𝐋𝐋𝐄𝐃?
One useful approach is to identify the influential members of the group.
If these people change their behaviour, others may follow.
Possible approaches include:
𝐓𝐫𝐚𝐢𝐧𝐢𝐧𝐠
𝐄𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧
𝐈𝐧𝐯𝐨𝐥𝐯𝐞𝐦𝐞𝐧𝐭 𝐢𝐧 𝐬𝐚𝐟𝐞𝐭𝐲 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬
𝐆𝐢𝐯𝐢𝐧𝐠 𝐢𝐧𝐜𝐫𝐞𝐚𝐬𝐞𝐝 𝐬𝐚𝐟𝐞𝐭𝐲 𝐫𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲
Moving persistently negative influencers to another group if necessary.
Using appropriate disciplinary procedures where unsafe behaviour continues.
𝐏𝐄𝐄𝐑 𝐏𝐑𝐄𝐒𝐒𝐔𝐑𝐄 𝐀𝐒 𝐀𝐍 𝐈𝐍𝐃𝐈𝐂𝐀𝐓𝐎𝐑 𝐎𝐅 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
Peer behaviour is itself a useful indicator of H&S culture.
𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Peer pressure → encourages safe behaviour
𝐍𝐞𝐠𝐚𝐭𝐢𝐯𝐞 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
Peer pressure → encourages unsafe behaviour
If unsafe group behaviour continues unchallenged, it may indicate that management has allowed a negative culture to develop.
𝐐𝐔𝐈𝐂𝐊 𝐂𝐎𝐌𝐏𝐀𝐑𝐈𝐒𝐎𝐍
𝐏𝐎𝐒𝐈𝐓𝐈𝐕𝐄 𝐂𝐔𝐋𝐓𝐔𝐑𝐄 𝐍𝐄𝐆𝐀𝐓𝐈𝐕𝐄 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
Strong leadership Weak leadership
Safety is important Safety is low priority
Workers want to work safely Workers routinely take shortcuts
Good training Poor training
Good consultation Little worker involvement
Rules followed Rules ignored
Good investigations Superficial / blame-focused investigations
Lower accident rates Higher accident rates
Lower staff turnover Higher staff turnover
Positive peer pressure Negative peer pressure
𝐐𝐔𝐈𝐂𝐊 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆 𝐅𝐋𝐎𝐖
𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐀𝐭𝐭𝐢𝐭𝐮𝐝𝐞𝐬
↓
𝐖𝐨𝐫𝐤𝐞𝐫 𝐁𝐞𝐥𝐢𝐞𝐟𝐬 & 𝐕𝐚𝐥𝐮𝐞𝐬
↓
𝐆𝐫𝐨𝐮𝐩 𝐍𝐨𝐫𝐦𝐬 / 𝐏𝐞𝐞𝐫 𝐏𝐫𝐞𝐬𝐬𝐮𝐫𝐞
↓
𝐖𝐨𝐫𝐤𝐞𝐫 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫
↓
𝐇&𝐒 𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞
𝐌𝐄𝐌𝐎𝐑𝐘 𝐏𝐎𝐈𝐍𝐓
𝐏𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 + 𝐩𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐛𝐞𝐥𝐢𝐞𝐟𝐬 + 𝐬𝐚𝐟𝐞 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫 = 𝐒𝐭𝐫𝐨𝐧𝐠 𝐇&𝐒 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
𝐍𝐞𝐠𝐚𝐭𝐢𝐯𝐞 𝐚𝐭𝐭𝐢𝐭𝐮𝐝𝐞𝐬 + 𝐩𝐨𝐨𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 + 𝐮𝐧𝐬𝐚𝐟𝐞 𝐛𝐞𝐡𝐚𝐯𝐢𝐨𝐮𝐫 = 𝐖𝐞𝐚𝐤 𝐇&𝐒 𝐂𝐮𝐥𝐭𝐮𝐫𝐞
-
𝟑.𝟐 – 𝐈𝐌𝐏𝐑𝐎𝐕𝐈𝐍𝐆 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐂𝐔𝐋𝐓𝐔𝐑𝐄
-
𝟑.𝟑 – 𝐇𝐔𝐌𝐀𝐍 𝐅𝐀𝐂𝐓𝐎𝐑𝐒 𝐖𝐇𝐈𝐂𝐇 𝐈𝐍𝐅𝐋𝐔𝐄𝐍𝐂𝐄 𝐒𝐀𝐅𝐄𝐓𝐘-𝐑𝐄𝐋𝐀𝐓𝐄𝐃 𝐁𝐄𝐇𝐀𝐕𝐈𝐎𝐔𝐑
-
𝟑.𝟒 – 𝐑𝐈𝐒𝐊 𝐀𝐒𝐒𝐄𝐒𝐒𝐌𝐄𝐍𝐓
-
𝟑.𝟓 – 𝐓𝐇𝐄 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐎𝐅 𝐂𝐇𝐀𝐍𝐆𝐄
-
𝟑.𝟔 – 𝐒𝐀𝐅𝐄 𝐒𝐘𝐒𝐓𝐄𝐌𝐒 𝐎𝐅 𝐖𝐎𝐑𝐊
-
𝟑.𝟕 – 𝐏𝐄𝐑𝐌𝐈𝐓-𝐓𝐎-𝐖𝐎𝐑𝐊 𝐒𝐘𝐒𝐓𝐄𝐌𝐒
-
𝟑.𝟖 – 𝐄𝐌𝐄𝐑𝐆𝐄𝐍𝐂𝐘 𝐏𝐑𝐎𝐂𝐄𝐃𝐔𝐑𝐄𝐒 & 𝐅𝐈𝐑𝐒𝐓 𝐀𝐈𝐃
𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟒 – 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆 𝐀𝐍𝐃 𝐌𝐄𝐀𝐒𝐔𝐑𝐈𝐍𝐆 (4.1)
𝟒.𝟏 – 𝐀𝐂𝐓𝐈𝐕𝐄 𝐀𝐍𝐃 𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
𝐋𝐄𝐀𝐑𝐍𝐈𝐍𝐆 𝐎𝐁𝐉𝐄𝐂𝐓𝐈𝐕𝐄
For Element 4.1, the learner should be able to discuss common methods and indicators used to monitor the effectiveness of a health and safety management system. Monitoring allows an organisation to determine whether standards are being achieved, whether controls are working, and whether health and safety performance is improving or deteriorating.
Health and safety monitoring can be divided into two broad approaches:
𝐀𝐜𝐭𝐢𝐯𝐞 𝐌𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 – checking performance before something goes wrong.
𝐑𝐞𝐚𝐜𝐭𝐢𝐯𝐞 𝐌𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 – analysing information after an unwanted event has occurred.
Both are necessary. Active monitoring helps prevent failure, while reactive monitoring helps the organisation learn from failures and identify trends.
𝐈𝐍 𝐓𝐇𝐈𝐒 𝐒𝐄𝐂𝐓𝐈𝐎𝐍
The main areas covered in 4.1 are:
𝐀𝐜𝐭𝐢𝐯𝐞 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠
𝐋𝐞𝐚𝐝𝐢𝐧𝐠 𝐢𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬
𝐏𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐬𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐬
𝐒𝐚𝐟𝐞𝐭𝐲 𝐢𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧𝐬
𝐆𝐞𝐧𝐞𝐫𝐚𝐥 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐢𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧𝐬
𝐒𝐚𝐟𝐞𝐭𝐲 𝐬𝐚𝐦𝐩𝐥𝐢𝐧𝐠
𝐒𝐚𝐟𝐞𝐭𝐲 𝐭𝐨𝐮𝐫𝐬
𝐀𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬 𝐟𝐨𝐫 𝐚𝐜𝐭𝐢𝐯𝐞 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠
𝐈𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧 𝐟𝐫𝐞𝐪𝐮𝐞𝐧𝐜𝐲
𝐂𝐡𝐞𝐜𝐤𝐥𝐢𝐬𝐭𝐬
𝐀𝐜𝐭𝐢𝐨𝐧 𝐩𝐥𝐚𝐧𝐧𝐢𝐧𝐠
𝐑𝐞𝐚𝐜𝐭𝐢𝐯𝐞 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠
𝐋𝐚𝐠𝐠𝐢𝐧𝐠 𝐢𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬
𝐇&𝐒 𝐬𝐭𝐚𝐭𝐢𝐬𝐭𝐢𝐜𝐬
𝐓𝐫𝐞𝐧𝐝𝐬 𝐚𝐧𝐝 𝐩𝐚𝐭𝐭𝐞𝐫𝐧𝐬
𝐋𝐨𝐬𝐭-𝐭𝐢𝐦𝐞 𝐀𝐜𝐜𝐢𝐝𝐞𝐧𝐭 𝐅𝐫𝐞𝐪𝐮𝐞𝐧𝐜𝐲 𝐑𝐚𝐭𝐞
The source identifies inspections, sampling and tours as core active-monitoring methods, and accident/incident/ill-health data as the main basis for reactive monitoring.
𝟏. 𝐖𝐇𝐀𝐓 𝐈𝐒 𝐇𝐄𝐀𝐋𝐓𝐇 & 𝐒𝐀𝐅𝐄𝐓𝐘 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆?
Health and safety monitoring is the systematic process of collecting and reviewing information to determine whether an organisation is meeting its health and safety standards and objectives.
It answers questions such as:
Are our controls working?
Are procedures being followed?
Are inspections happening when planned?
Are accidents increasing or decreasing?
Are workers receiving required training?
Are identified problems being corrected?
Monitoring should normally be a line-management responsibility, while senior management remains responsible for ensuring an effective overall monitoring system exists.
𝟐. 𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
Active monitoring is the process of checking health and safety standards, workplace conditions and management arrangements before an accident, incident or case of ill health occurs.
The intention is to identify good performance and maintain it, while also identifying weaknesses early enough for corrective action to be taken before people are harmed.
𝐒𝐈𝐌𝐏𝐋𝐄 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆
𝐂𝐇𝐄𝐂𝐊 𝐁𝐄𝐅𝐎𝐑𝐄 𝐈𝐓 𝐆𝐎𝐄𝐒 𝐖𝐑𝐎𝐍𝐆 = 𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
Example:
A supervisor checks a scaffold before workers use it.
If a missing guardrail is discovered and corrected before anyone falls, active monitoring has prevented a possible accident.
𝟑. 𝐖𝐇𝐀𝐓 𝐃𝐎𝐄𝐒 𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆 𝐋𝐎𝐎𝐊 𝐅𝐎𝐑?
Active monitoring generally looks for two things:
𝟏. 𝐂𝐎𝐍𝐅𝐎𝐑𝐌𝐀𝐍𝐂𝐄
Conformance means the required standard is being met.
Good performance should be recognised and maintained.
𝟐. 𝐍𝐎𝐍-𝐂𝐎𝐍𝐅𝐎𝐑𝐌𝐀𝐍𝐂𝐄
Non-conformance means the required standard is not being achieved.
The organisation should identify:
What is wrong → Why it is wrong → What corrective action is needed
𝟒. 𝐋𝐄𝐀𝐃𝐈𝐍𝐆 𝐈𝐍𝐃𝐈𝐂𝐀𝐓𝐎𝐑𝐒
Active-monitoring measures are often called leading indicators.
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
A leading indicator is a measure that provides information about current safety controls and therefore gives an indication of the likely direction of future health and safety performance.
For example:
If inspections are completed as planned, few serious defects are found, risk assessments are current and training is completed on schedule, these are positive signs that future accident risk may be lower.
However, if inspections stop, defects increase and training becomes overdue, these are warning signs that future performance may deteriorate.
𝐄𝐗𝐀𝐌𝐏𝐋𝐄𝐒 𝐎𝐅 𝐋𝐄𝐀𝐃𝐈𝐍𝐆 𝐈𝐍𝐃𝐈𝐂𝐀𝐓𝐎𝐑𝐒
Percentage of planned inspections completed.
Number of overdue corrective actions.
Percentage of workers completing required training.
Number and quality of risk assessments.
Safety meetings completed to schedule.
Preventive-maintenance completion.
Number of safety observations.
Level of compliance with Safe Systems of Work.
𝐊𝐄𝐘 𝐌𝐄𝐌𝐎𝐑𝐘 𝐏𝐎𝐈𝐍𝐓
𝐋𝐄𝐀𝐃𝐈𝐍𝐆 = 𝐋𝐎𝐎𝐊𝐈𝐍𝐆 𝐅𝐎𝐑𝐖𝐀𝐑𝐃
𝟓. 𝐏𝐄𝐑𝐅𝐎𝐑𝐌𝐀𝐍𝐂𝐄 𝐒𝐓𝐀𝐍𝐃𝐀𝐑𝐃𝐒
Active monitoring is only useful when the organisation knows what acceptable performance actually looks like.
A performance standard defines the expected level of health and safety performance against which actual conditions or activities can be compared.
𝐄𝐗𝐀𝐌𝐏𝐋𝐄 – 𝐏𝐇𝐘𝐒𝐈𝐂𝐀𝐋 𝐒𝐓𝐀𝐍𝐃𝐀𝐑𝐃
A scaffold should have appropriate:
Working platforms + guardrails + toe boards
The scaffold can then be inspected to determine whether it meets that expected standard.
𝐄𝐗𝐀𝐌𝐏𝐋𝐄 – 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐒𝐓𝐀𝐍𝐃𝐀𝐑𝐃
The organisation may set a standard that:
100% of new contractors must have suitable risk assessments approved before work starts.
Management can then check whether this actually happens.
𝟔. 𝐖𝐇𝐀𝐓 𝐂𝐀𝐍 𝐁𝐄 𝐀𝐂𝐓𝐈𝐕𝐄𝐋𝐘 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐄𝐃?
Active monitoring can cover both physical workplace conditions and management activities.
𝐏𝐇𝐘𝐒𝐈𝐂𝐀𝐋 𝐂𝐎𝐍𝐃𝐈𝐓𝐈𝐎𝐍𝐒
Examples:
Machine guarding • housekeeping • fire exits • electrical equipment • scaffolds • storage • traffic routes
𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐀𝐂𝐓𝐈𝐕𝐈𝐓𝐈𝐄𝐒
Examples include:
Number and quality of risk assessments.
Health and safety training completed according to schedule.
Safety committee meetings completed as planned.
Workplace inspections completed as scheduled.
Safety-review meetings completed according to programme.
The organisation can measure not only whether these activities happened but, in some cases, also their quality and effectiveness.
𝟕. 𝐒𝐀𝐅𝐄𝐓𝐘 𝐈𝐍𝐒𝐏𝐄𝐂𝐓𝐈𝐎𝐍𝐒
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
A safety inspection is a systematic examination of workplace conditions, equipment, activities or procedures so they can be compared against expected safety standards.
Inspections may be routine, legally required, maintenance-related or carried out before equipment is used.
𝐓𝐘𝐏𝐄𝐒 𝐎𝐅 𝐒𝐀𝐅𝐄𝐓𝐘 𝐈𝐍𝐒𝐏𝐄𝐂𝐓𝐈𝐎𝐍
𝐑𝐨𝐮𝐭𝐢𝐧𝐞 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐢𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧
Checks general health and safety conditions.
𝐒𝐭𝐚𝐭𝐮𝐭𝐨𝐫𝐲 𝐢𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧
Performed by a competent person where legislation requires examination.
𝐏𝐥𝐚𝐧𝐧𝐞𝐝 𝐏𝐫𝐞𝐯𝐞𝐧𝐭𝐢𝐯𝐞 𝐌𝐚𝐢𝐧𝐭𝐞𝐧𝐚𝐧𝐜𝐞 𝐢𝐧𝐬𝐩𝐞𝐜𝐭𝐢𝐨𝐧
Checks machinery or equipment periodically to detect deterioration.
𝐏𝐫𝐞-𝐮𝐬𝐞 𝐜𝐡𝐞𝐜𝐤
Performed by a worker before operating equipment.
For example, a forklift driver may perform checks before starting the vehicle.
𝟖. 𝐆𝐄𝐍𝐄𝐑𝐀𝐋 𝐖𝐎𝐑𝐊𝐏𝐋𝐀𝐂𝐄 𝐈𝐍𝐒𝐏𝐄𝐂𝐓𝐈𝐎𝐍𝐒 – 𝐓𝐇𝐄 𝟒 𝐏𝐬
General workplace inspections often concentrate on the Four Ps:
𝟏. 𝐏𝐋𝐀𝐍𝐓
Machinery, equipment and vehicles.
𝟐. 𝐏𝐑𝐄𝐌𝐈𝐒𝐄𝐒
The workplace and physical working environment.
𝟑. 𝐏𝐄𝐎𝐏𝐋𝐄
Working methods and worker behaviour.
𝟒. 𝐏𝐑𝐎𝐂𝐄𝐃𝐔𝐑𝐄𝐒
Safe Systems of Work, method statements, permits and other procedures.
𝐄𝐗𝐀𝐌𝐏𝐋𝐄 – 𝐖𝐀𝐑𝐄𝐇𝐎𝐔𝐒𝐄
A warehouse might operate:
Daily – forklift pre-use inspection → Plant
Weekly – supervisor observes forklift driving → People
Monthly – manager checks housekeeping → Premises
Six-monthly – mechanic checks forklift condition → Plant
Annually – competent inspection of storage racking → Premises
Such a programme allows the organisation to monitor both workplace conditions and the effectiveness of its management system.
𝟗. 𝐒𝐀𝐅𝐄𝐓𝐘 𝐒𝐀𝐌𝐏𝐋𝐈𝐍𝐆
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
Safety sampling means checking a representative sample of items or activities rather than inspecting every single item, with the intention that the sample provides an indication of overall compliance.
𝐄𝐗𝐀𝐌𝐏𝐋𝐄
Imagine an office complex has 1,200 fire extinguishers that should all have received annual inspection.
Instead of physically checking all 1,200, an inspector may randomly select 50 extinguishers from different locations and verify their inspection status.
This is much quicker than checking everything but provides stronger evidence than relying only on maintenance paperwork.
𝐋𝐈𝐌𝐈𝐓𝐀𝐓𝐈𝐎𝐍
Sampling does not guarantee 100% compliance.
It provides a level of assurance based on the sample examined.
𝟏𝟎. 𝐒𝐀𝐅𝐄𝐓𝐘 𝐓𝐎𝐔𝐑𝐒
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
A safety tour is a relatively high-profile walk-around inspection usually carried out by a group, often involving managers and other relevant personnel.
The team may include:
Area manager • worker representative • H&S specialist • occupational-health specialist • engineer • senior manager/director
Unlike a narrowly focused inspection, a safety tour generally looks at any relevant health and safety issues identified during the walk-around.
𝐀𝐃𝐕𝐀𝐍𝐓𝐀𝐆𝐄𝐒 𝐎𝐅 𝐒𝐀𝐅𝐄𝐓𝐘 𝐓𝐎𝐔𝐑𝐒
They allow managers to:
Speak directly with workers.
Identify practical problems.
Observe real working practices.
Recognise good performance.
Demonstrate visible leadership.
Increase the profile of health and safety.
Support a positive safety culture.
A safety tour therefore performs both a monitoring function and a leadership/cultural function.
𝟏𝟏. 𝐀𝐑𝐑𝐀𝐍𝐆𝐄𝐌𝐄𝐍𝐓𝐒 𝐅𝐎𝐑 𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
An active-monitoring programme should be properly organised rather than left to informal or occasional checks.
Important considerations include:
𝟏. 𝐓𝐘𝐏𝐄 𝐎𝐅 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
Decide whether the organisation needs:
General inspection • specific inspection • sampling exercise • safety tour • pre-use check • statutory examination
𝟐. 𝐅𝐑𝐄𝐐𝐔𝐄𝐍𝐂𝐘
Determine how often it should occur.
Higher-risk activities will usually require more frequent checking than lower-risk activities.
𝟑. 𝐑𝐄𝐒𝐏𝐎𝐍𝐒𝐈𝐁𝐈𝐋𝐈𝐓𝐘
Clearly identify:
Who ensures monitoring happens?
and
Who actually carries it out?
𝟒. 𝐂𝐎𝐌𝐏𝐄𝐓𝐄𝐍𝐂𝐄 & 𝐎𝐁𝐉𝐄𝐂𝐓𝐈𝐕𝐈𝐓𝐘
Inspectors should have suitable:
Training + knowledge + experience
and should remain impartial and objective.
𝟓. 𝐂𝐇𝐄𝐂𝐊𝐋𝐈𝐒𝐓𝐒
Checklists can ensure consistency, completeness and a written record.
𝟔. 𝐀𝐂𝐓𝐈𝐎𝐍 𝐏𝐋𝐀𝐍𝐍𝐈𝐍𝐆
Problems identified must result in corrective action.
𝟏𝟐. 𝐓𝐎𝐏𝐈𝐂 𝐅𝐎𝐂𝐔𝐒 – 𝐖𝐇𝐀𝐓 𝐃𝐄𝐓𝐄𝐑𝐌𝐈𝐍𝐄𝐒 𝐈𝐍𝐒𝐏𝐄𝐂𝐓𝐈𝐎𝐍 𝐅𝐑𝐄𝐐𝐔𝐄𝐍𝐂𝐘?
The frequency of workplace inspections may depend on:
𝐋𝐞𝐠𝐚𝐥 / 𝐬𝐭𝐚𝐭𝐮𝐭𝐨𝐫𝐲 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐦𝐞𝐧𝐭𝐬
Activities carried out and their level of risk
How new or established the process is
Risk-assessment findings
Manufacturer recommendations
Presence of vulnerable workers
Previous inspection findings
Accident history and investigation results
Recommendations from enforcement authorities
Concerns raised by workers
𝐒𝐈𝐌𝐏𝐋𝐄 𝐏𝐑𝐈𝐍𝐂𝐈𝐏𝐋𝐄
𝐇𝐈𝐆𝐇𝐄𝐑 𝐑𝐈𝐒𝐊 / 𝐌𝐎𝐑𝐄 𝐂𝐇𝐀𝐍𝐆𝐄 → 𝐌𝐎𝐑𝐄 𝐅𝐑𝐄𝐐𝐔𝐄𝐍𝐓 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
𝟏𝟑. 𝐔𝐒𝐄 𝐎𝐅 𝐂𝐇𝐄𝐂𝐊𝐋𝐈𝐒𝐓𝐒
Checklists are commonly used during workplace inspections.
𝐁𝐄𝐍𝐄𝐅𝐈𝐓𝐒
A checklist helps ensure that:
All planned areas are checked.
Different inspectors use a consistent approach.
Results are formally recorded.
Findings can be compared over time.
𝐋𝐈𝐌𝐈𝐓𝐀𝐓𝐈𝐎𝐍
A checklist can create tunnel vision.
An inspector may only look at listed items and fail to recognise an important hazard that was not included.
Therefore:
𝐔𝐒𝐄 𝐓𝐇𝐄 𝐂𝐇𝐄𝐂𝐊𝐋𝐈𝐒𝐓 𝐀𝐒 𝐀 𝐆𝐔𝐈𝐃𝐄 — 𝐍𝐎𝐓 𝐀𝐒 𝐀 𝐋𝐈𝐌𝐈𝐓.
𝟏𝟒. 𝐓𝐎𝐏𝐈𝐂 𝐅𝐎𝐂𝐔𝐒 – 𝐆𝐄𝐍𝐄𝐑𝐈𝐂 𝐈𝐍𝐒𝐏𝐄𝐂𝐓𝐈𝐎𝐍 𝐂𝐇𝐄𝐂𝐊𝐋𝐈𝐒𝐓
Typical topics include:
𝐅𝐢𝐫𝐞 𝐒𝐚𝐟𝐞𝐭𝐲 – escape routes, signage and extinguishers.
𝐇𝐨𝐮𝐬𝐞𝐤𝐞𝐞𝐩𝐢𝐧𝐠 – cleanliness and general tidiness.
𝐖𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞 𝐄𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭 – lighting, ventilation, noise and temperature.
𝐓𝐫𝐚𝐟𝐟𝐢𝐜 𝐑𝐨𝐮𝐭𝐞𝐬 – pedestrian and vehicle safety.
𝐂𝐡𝐞𝐦𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 – safe use and storage.
𝐌𝐚𝐜𝐡𝐢𝐧𝐞𝐫𝐲 𝐒𝐚𝐟𝐞𝐭𝐲 – guards, interlocks and correct operation.
𝐄𝐥𝐞𝐜𝐭𝐫𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 – condition and use of electrical equipment.
𝐖𝐞𝐥𝐟𝐚𝐫𝐞 𝐅𝐚𝐜𝐢𝐥𝐢𝐭𝐢𝐞𝐬 – condition and suitability.
𝟏𝟓. 𝐀𝐂𝐓𝐈𝐎𝐍 𝐏𝐋𝐀𝐍𝐍𝐈𝐍𝐆
Finding problems is not enough.
A monitoring system is ineffective if inspections repeatedly identify the same issue but nobody takes action.
Every significant finding should clearly identify:
𝐖𝐇𝐀𝐓?
Corrective action required.
𝐖𝐇𝐎?
Person responsible.
𝐖𝐇𝐄𝐍?
Priority and completion timescale.
𝐊𝐄𝐘 𝐏𝐑𝐈𝐍𝐂𝐈𝐏𝐋𝐄
𝐅𝐈𝐍𝐃𝐈𝐍𝐆 → 𝐂𝐎𝐑𝐑𝐄𝐂𝐓𝐈𝐕𝐄 𝐀𝐂𝐓𝐈𝐎𝐍 → 𝐑𝐄𝐒𝐏𝐎𝐍𝐒𝐈𝐁𝐈𝐋𝐈𝐓𝐘 → 𝐃𝐄𝐀𝐃𝐋𝐈𝐍𝐄 → 𝐅𝐎𝐋𝐋𝐎𝐖-𝐔𝐏
𝟏𝟔. 𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
Reactive monitoring uses accidents, incidents, ill health and other unwanted events that have already occurred as indicators of health and safety performance.
Unlike active monitoring, reactive monitoring looks at failure that has already happened.
𝐒𝐈𝐌𝐏𝐋𝐄 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆
𝐒𝐎𝐌𝐄𝐓𝐇𝐈𝐍𝐆 𝐇𝐀𝐒 𝐆𝐎𝐍𝐄 𝐖𝐑𝐎𝐍𝐆 → 𝐍𝐎𝐖 𝐖𝐄 𝐋𝐄𝐀𝐑𝐍 𝐅𝐑𝐎𝐌 𝐈𝐓
𝟏𝟕. 𝐖𝐄𝐀𝐊𝐍𝐄𝐒𝐒𝐄𝐒 𝐎𝐅 𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
Reactive monitoring has two main limitations:
𝟏. 𝐓𝐇𝐄 𝐅𝐀𝐈𝐋𝐔𝐑𝐄 𝐇𝐀𝐒 𝐀𝐋𝐑𝐄𝐀𝐃𝐘 𝐎𝐂𝐂𝐔𝐑𝐑𝐄𝐃
Someone may already have been injured, equipment damaged or production disrupted.
𝟐. 𝐈𝐓 𝐅𝐎𝐂𝐔𝐒𝐄𝐒 𝐎𝐍 𝐅𝐀𝐈𝐋𝐔𝐑𝐄
It measures things that went wrong rather than good preventive activity.
However, it remains valuable because organisations can identify weaknesses and learn lessons from previous events.
𝟏𝟖. 𝐖𝐇𝐀𝐓 𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆 𝐂𝐀𝐍 𝐔𝐒𝐄
Reactive information can come from:
Accidents
Dangerous occurrences
Near misses
Cases of occupational ill health
Worker complaints
Enforcement action
Civil compensation claims
Cost of accidents and damage
𝐈𝐌𝐏𝐎𝐑𝐓𝐀𝐍𝐓 – 𝐍𝐄𝐀𝐑 𝐌𝐈𝐒𝐒
A near miss is still considered reactive monitoring.
Nobody may have been injured, but an unwanted event has already occurred. The fact that the outcome was fortunate does not turn it into active monitoring.
𝟏𝟗. 𝐋𝐀𝐆𝐆𝐈𝐍𝐆 𝐈𝐍𝐃𝐈𝐂𝐀𝐓𝐎𝐑𝐒
Reactive-monitoring measures are commonly called lagging indicators.
𝐃𝐄𝐅𝐈𝐍𝐈𝐓𝐈𝐎𝐍
A lagging indicator measures performance using past unwanted events or outcomes.
Examples include:
Accident frequency • number of injuries • lost-time cases • occupational ill-health cases • compensation claims
If accident rates fall over time, this may indicate improved past performance.
If they rise, it may indicate deteriorating control.
𝐊𝐄𝐘 𝐌𝐄𝐌𝐎𝐑𝐘 𝐏𝐎𝐈𝐍𝐓
𝐋𝐀𝐆𝐆𝐈𝐍𝐆 = 𝐋𝐎𝐎𝐊𝐈𝐍𝐆 𝐁𝐀𝐂𝐊
𝟐𝟎. 𝐋𝐄𝐀𝐃𝐈𝐍𝐆 𝐕𝐒 𝐋𝐀𝐆𝐆𝐈𝐍𝐆 𝐈𝐍𝐃𝐈𝐂𝐀𝐓𝐎𝐑𝐒
𝐋𝐄𝐀𝐃𝐈𝐍𝐆 𝐋𝐀𝐆𝐆𝐈𝐍𝐆
Active monitoring Reactive monitoring
Looks forward Looks backward
Measures preventive activity Measures unwanted outcomes
Before failure After failure
Inspections, training, risk assessments Accidents, ill health, claims
Indicates possible future performance Indicates past performance
A strong management system should use both.
𝟐𝟏. 𝐔𝐒𝐈𝐍𝐆 𝐒𝐓𝐀𝐓𝐈𝐒𝐓𝐈𝐂𝐒
Simply recording accidents is not enough.
The organisation should analyse data to identify:
𝐓𝐑𝐄𝐍𝐃𝐒
A consistent increase or decrease in a type of event over time.
Example: Hand injuries increase each month for six months.
𝐏𝐀𝐓𝐓𝐄𝐑𝐍𝐒
Repeated clusters or common characteristics.
Example: Most forklift incidents occur in the same loading area during night shift.
This analysis allows management to identify underlying problems rather than treating every incident as unrelated.
𝟐𝟐. 𝐋𝐎𝐒𝐓-𝐓𝐈𝐌𝐄 𝐀𝐂𝐂𝐈𝐃𝐄𝐍𝐓 𝐅𝐑𝐄𝐐𝐔𝐄𝐍𝐂𝐘 𝐑𝐀𝐓𝐄
One statistical measure in the study material is the Lost-Time Accident Frequency Rate.
𝐋𝐓𝐀𝐅𝐑 =
Number of Lost-Time Accidents × 100,000
────────────────────────────
Total Hours Worked
The result is expressed as:
𝐋𝐎𝐒𝐓-𝐓𝐈𝐌𝐄 𝐀𝐂𝐂𝐈𝐃𝐄𝐍𝐓𝐒 𝐏𝐄𝐑 𝟏𝟎𝟎,𝟎𝟎𝟎 𝐇𝐎𝐔𝐑𝐒 𝐖𝐎𝐑𝐊𝐄𝐃
𝐄𝐗𝐀𝐌𝐏𝐋𝐄
Suppose an organisation has:
5 lost-time accidents
and
500,000 hours worked
Then:
5 ÷ 500,000 × 100,000 = 1
Therefore:
𝐋𝐓𝐀𝐅𝐑 = 𝟏 𝐥𝐨𝐬𝐭-𝐭𝐢𝐦𝐞 𝐚𝐜𝐜𝐢𝐝𝐞𝐧𝐭 𝐩𝐞𝐫 𝟏𝟎𝟎,𝟎𝟎𝟎 𝐡𝐨𝐮𝐫𝐬 𝐰𝐨𝐫𝐤𝐞𝐝
𝟐𝟑. 𝐖𝐇𝐘 𝐔𝐒𝐄 𝐀 𝐑𝐀𝐓𝐄 𝐈𝐍𝐒𝐓𝐄𝐀𝐃 𝐎𝐅 𝐎𝐍𝐋𝐘 𝐑𝐀𝐖 𝐍𝐔𝐌𝐁𝐄𝐑𝐒?
Raw accident numbers may be misleading.
Imagine:
Year 1: 5 accidents with 100 workers.
Year 2: 6 accidents with 500 workers.
Looking only at the numbers suggests performance became worse.
But because the workforce and total working hours increased significantly, a rate provides a more meaningful basis for comparison.
This is why accident rates allow organisations to compare different periods even when workforce size or total hours worked change.
𝐓𝐎𝐏𝐈𝐂 𝐅𝐎𝐂𝐔𝐒 – 𝐀𝐂𝐓𝐈𝐕𝐄 𝐕𝐒 𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄
𝐀𝐂𝐓𝐈𝐕𝐄
Before unwanted event
Checks:
Plant • Premises • People • Procedures • Management Activities
Methods:
Inspection • Sampling • Safety Tour
Indicator:
𝐋𝐄𝐀𝐃𝐈𝐍𝐆
↓
Identify weakness → Correct it → Prevent incident
𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄
After unwanted event
Uses:
Accidents • Near Misses • Ill Health • Complaints • Claims • Enforcement
Indicator:
𝐋𝐀𝐆𝐆𝐈𝐍𝐆
↓
Investigate → Analyse → Learn → Prevent recurrence
𝐏𝐑𝐀𝐂𝐓𝐈𝐂𝐀𝐋 𝐄𝐗𝐀𝐌𝐏𝐋𝐄 – 𝐌𝐀𝐍𝐔𝐅𝐀𝐂𝐓𝐔𝐑𝐈𝐍𝐆 𝐏𝐋𝐀𝐍𝐓
Assume a manufacturing company wants to monitor machine safety.
𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
The organisation checks:
Machine guards.
Emergency stops.
Operator training.
Preventive maintenance.
Safe operating procedures.
Inspection completion.
If problems are identified, they are corrected before an accident occurs.
𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
Management then analyses:
Machine-related injuries.
Near misses.
Breakdowns.
Damage.
Worker complaints.
Compensation claims.
This information tells management what has already gone wrong and where improvement is needed.
𝐁𝐄𝐒𝐓 𝐀𝐏𝐏𝐑𝐎𝐀𝐂𝐇
𝐔𝐒𝐄 𝐁𝐎𝐓𝐇
Active monitoring helps prevent failure.
Reactive monitoring helps learn from failure.
𝐐𝐔𝐈𝐂𝐊 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆 𝐅𝐋𝐎𝐖
𝐒𝐄𝐓 𝐇&𝐒 𝐒𝐓𝐀𝐍𝐃𝐀𝐑𝐃𝐒
↓
𝐀𝐂𝐓𝐈𝐕𝐄𝐋𝐘 𝐌𝐎𝐍𝐈𝐓𝐎𝐑
Inspections → Sampling → Tours
↓
𝐂𝐎𝐌𝐏𝐀𝐑𝐄 𝐀𝐆𝐀𝐈𝐍𝐒𝐓 𝐒𝐓𝐀𝐍𝐃𝐀𝐑𝐃
↓
𝐅𝐈𝐍𝐃 𝐍𝐎𝐍-𝐂𝐎𝐍𝐅𝐎𝐑𝐌𝐀𝐍𝐂𝐄
↓
𝐓𝐀𝐊𝐄 𝐂𝐎𝐑𝐑𝐄𝐂𝐓𝐈𝐕𝐄 𝐀𝐂𝐓𝐈𝐎𝐍
↓
𝐏𝐑𝐄𝐕𝐄𝐍𝐓 𝐀𝐂𝐂𝐈𝐃𝐄𝐍𝐓𝐒
At the same time:
𝐔𝐍𝐖𝐀𝐍𝐓𝐄𝐃 𝐄𝐕𝐄𝐍𝐓
↓
𝐑𝐄𝐀𝐂𝐓𝐈𝐕𝐄 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆
↓
𝐈𝐍𝐕𝐄𝐒𝐓𝐈𝐆𝐀𝐓𝐄 + 𝐂𝐎𝐋𝐋𝐄𝐂𝐓 𝐃𝐀𝐓𝐀
↓
𝐀𝐍𝐀𝐋𝐘𝐒𝐄 𝐓𝐑𝐄𝐍𝐃𝐒 & 𝐏𝐀𝐓𝐓𝐄𝐑𝐍𝐒
↓
𝐋𝐄𝐀𝐑𝐍 𝐋𝐄𝐒𝐒𝐎𝐍𝐒
↓
𝐈𝐌𝐏𝐑𝐎𝐕𝐄 𝐂𝐎𝐍𝐓𝐑𝐎𝐋𝐒
𝐊𝐄𝐘 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆
𝐀𝐜𝐭𝐢𝐯𝐞 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 𝐚𝐬𝐤𝐬: “𝐀𝐫𝐞 𝐰𝐞 𝐝𝐨𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐰𝐞 𝐬𝐡𝐨𝐮𝐥𝐝 𝐛𝐞 𝐝𝐨𝐢𝐧𝐠 𝐭𝐨 𝐩𝐫𝐞𝐯𝐞𝐧𝐭 𝐡𝐚𝐫𝐦?”
𝐑𝐞𝐚𝐜𝐭𝐢𝐯𝐞 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 𝐚𝐬𝐤𝐬: “𝐖𝐡𝐚𝐭 𝐡𝐚𝐬 𝐚𝐥𝐫𝐞𝐚𝐝𝐲 𝐠𝐨𝐧𝐞 𝐰𝐫𝐨𝐧𝐠, 𝐚𝐧𝐝 𝐰𝐡𝐚𝐭 𝐜𝐚𝐧 𝐰𝐞 𝐥𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐢𝐭?”
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𝟒.𝟐 – 𝐈𝐍𝐕𝐄𝐒𝐓𝐈𝐆𝐀𝐓𝐈𝐍𝐆, 𝐑𝐄𝐂𝐎𝐑𝐃𝐈𝐍𝐆 𝐀𝐍𝐃 𝐑𝐄𝐏𝐎𝐑𝐓𝐈𝐍𝐆 𝐈𝐍𝐂𝐈𝐃𝐄𝐍𝐓𝐒
-
𝟒.𝟑 – 𝐇𝐄𝐀𝐋𝐓𝐇 𝐀𝐍𝐃 𝐒𝐀𝐅𝐄𝐓𝐘 𝐀𝐔𝐃𝐈𝐓𝐈𝐍𝐆
𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟏 – 𝐖𝐇𝐘 𝐖𝐄 𝐒𝐇𝐎𝐔𝐋𝐃 𝐌𝐀𝐍𝐀𝐆𝐄 𝐖𝐎𝐑𝐊𝐏𝐋𝐀𝐂𝐄 𝐇𝐄𝐀𝐋𝐓𝐇 𝐀𝐍𝐃 𝐒𝐀𝐅𝐄𝐓𝐘
𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝟏
Explain the moral, financial and legal reasons why an organisation should effectively manage workplace health and safety.
𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝟐
Explain the difference between insured costs and uninsured costs arising from workplace accidents, and give suitable examples of each.
𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝟑
Explain the main health and safety responsibilities of an employer towards workers and other persons who may be affected by the organisation's activities.
𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝟒
What are the main health and safety responsibilities of workers, and how can workers contribute to maintaining a safe workplace?
𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝟓
Explain the possible consequences of failing to comply with health and safety legislation, including enforcement action, criminal prosecution and compensation claims.
𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝟔
Explain how an organisation should select, appoint, monitor and manage contractors to ensure that contractor activities are carried out safely.
These questions reflect the key Element 1 themes of moral, financial and legal reasons, employer and worker responsibilities, non-compliance and contractor management
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𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟐 – 𝐇𝐎𝐖 𝐇𝐄𝐀𝐋𝐓𝐇 𝐀𝐍𝐃 𝐒𝐀𝐅𝐄𝐓𝐘 𝐌𝐀𝐍𝐀𝐆𝐄𝐌𝐄𝐍𝐓 𝐒𝐘𝐒𝐓𝐄𝐌𝐒 𝐖𝐎𝐑𝐊 𝐀𝐍𝐃 𝐖𝐇𝐀𝐓 𝐓𝐇𝐄𝐘 𝐋𝐎𝐎𝐊 𝐋𝐈𝐊𝐄
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𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟑 – 𝐌𝐀𝐍𝐀𝐆𝐈𝐍𝐆 𝐑𝐈𝐒𝐊: 𝐔𝐍𝐃𝐄𝐑𝐒𝐓𝐀𝐍𝐃𝐈𝐍𝐆 𝐏𝐄𝐎𝐏𝐋𝐄 𝐀𝐍𝐃 𝐏𝐑𝐎𝐂𝐄𝐒𝐒𝐄𝐒
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𝐄𝐋𝐄𝐌𝐄𝐍𝐓 𝟒 – 𝐇𝐄𝐀𝐋𝐓𝐇 𝐀𝐍𝐃 𝐒𝐀𝐅𝐄𝐓𝐘 𝐌𝐎𝐍𝐈𝐓𝐎𝐑𝐈𝐍𝐆 𝐀𝐍𝐃 𝐌𝐄𝐀𝐒𝐔𝐑𝐈𝐍𝐆