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NEBOSH International
Certificate
Day 2
Programme for Today
Health and Safety Management Systems
Policies
Organising
Culture and the Four-Cs
Training
Policy
Organising
Planning &
Implementing
Measuring
Performance
Reviewing
Performance
Audit
HSG65 El ements
of Successful
Health & Safety
Management
Feedback l oop
conti nual
i mprovement
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NEBOSH International
Certificate
Setting Policy for
Health and Safety
Health and Safety Policies
A Health and Safety Policy:
Contains company aims and objectives.
Shows company commitment.
Is the cornerstone of the management system.
The Safety Policy sets out the gener al appr oach
and commitment of an organisation to achieving
particular safety objectives.
What is a Health and Safety Policy?
The importance that the business
places on H&S.
The businesss aims with respect
to H&S.
How the business intends to
achieve those aims.
It is the first step in successful health and
safety management.
It is a business plan for health and safety.
It states:

The Three Elements of a H&S

Policy Document
1. Statement of intent - what
is to be done.
2. Organisation - who is
responsible.
3. Arrangements - how it is to
be achiev ed.
In HSG65 the Policy element is concerned with intent.
1. The Statement of Intent
It communicates the importance of,
and commitment to, health and
safety.
It is signed by the most senior
person in the company, i.e. the
owner , MD or CEO.
It is inspirational in tone.
It recognises the roles played by
those at all levels within the
organisation.
2. The Organisation
Healt h and Safet y Responsibil ities
Dave Toms
Engineeeri ng Manager
PAT Testi ng
Pressure Systems
Jo Smith
Personnel Ma nager
Accident Report ing
Accident I nvestigat ion
Jane Jones
Of fice Manager
Manual Handling
Compet ent Person
Fred Bloggs
Managing Direct or
Ult imat e responsibil ity
f or all H&S
The above shows both posts and postholders.
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2. The Organisation - Who Does What?
Who is responsibl e?
What are they responsible for?
Who is the person with ultimate responsibility?
What are their specific responsibilities?
Training.
Compliance monitoring.
Competent persons.
Accident reporting.
3. Arrangements How its Done
Detailed description of policies and
procedures in place to ensure healt h
and safety .
Usually a lengthy manual, therefore
it is often separate from t he policy
document.
3. Arrangements
Examples of topics:
Procedures to identify hazards and
assess risks.
Advance notification of risks and
precautions (buil ding - contractors).
Consultation procedures .
Accident reporting and investigation.
Use of PPE.
Procedures to introduce new
machinery, substances and processes.
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Health and Safety Policies
Think about the following:
How can a policy be effectively
communicated?
When should it be reviewed?
What is the point of having one?
NEBOSH International
Certificate
Organising and
Culture
Policy
Organising
HSG65 El ements
of Successful
Health & Safety
Management

The Organisation - Culture

HSG65 defines culture as:
the product of individual or group values,
attitudes and competencies and patterns of
behaviour, that determine the commitment to
and style and proficiency of an organisations
health and safety progr ammes.
Competence
Control
Co-operation
Communication
Advice: It is not recommended that you atte mpt to reme mber this!
Health and Safety Culture
Culture is made up of formal and
informal rul es, relationshi ps, values,
customs, etc. Together they make
up the feel of the organisation.
Some of the characteristics
to help you identify the
culture of an organisation,
follow.
Health and Safety Culture
Characteristics of an organisation s culture:
Goals and mission statement.
Patterns of behaviour .
Authority and decision-maki ng.
Organisational structure.
Leaders hip and openness.
Drive for excellence.
Open to change (active or reactive) .
How can we identify these?
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Health and Safety Culture
We need to hav e firm
indicators of health and
safety culture, which we
can collect and measure.
They can be:
active indicators, or
reactive indicators.
These are v ery difficult issues to grasp.
Health and Safety Culture
Active indicators show
how plans are implemented
through compliance with
systems and procedur es.
Reactive indicators show
outcomes of breaches in
systems and procedur es, e.g.
accident statistics.
We expand on this later in the section on Monitoring.
Health and Safety Culture
Indicators:
Compliance with rules and
procedures.
Complaints about working
conditions.
Accidents.
Absenteeism and sickness rates.
Staff turnover.
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Health and Safety Culture
Indicators:
Accident data can be collected
easily and analysed statistically to
give information on trends.
Absenteesism and sickness rates
indicate ill-health. It may be a long
lag-phase.
Staff turnover may indicate
workplace pr oblems, e.g. low pay,
poor moral e and lack of direction,
training and opportunities.
Health and Safety Culture
Organisational obj ectives.
Management decision-maki ng.
Organisational change.
Uncertainty.
Factors Promoting a Negative Culture
A negative culture can be engendered by both
management and workforce thr ough negative
attitude and motivation.
We will review each in turn.
Negative Culture
Organisational Objectives
The private sector may be motivated by profit,
and the public sector by provi ding a service and
political objectives.
- Management may sacrifice safety at
expense of prime company obj ectives.
- The workforce may lose faith in safety policies
and pr actices, and view management as
untrustworthy and unet hical. They may also
devel op a pay first mentality in reflection of
management values.

Negative Culture
Management Decision-Making
Decision-maki ng by management and
subor dinates is vital.
Distrust and doubt about management
arises when:
- There are no rules or precedents; decisions
are arbitrary and inconsistent.
- Refusal to delegate.
- Constant decision reversal.
- Decisions influenced by conflicting goals.
- Lack of consultation.
- Decisions motivated by personal ambitions.
- Inconsistency of message and action.
Negative Culture
Organisational Change
Accidents increase during periods of
change.
Probl ems arising during this time are:
- Resistance to change.
- Maintenanc e of operations during
change.
Uncertainty
May be lack of clear framework
for deciding course of action.
Individuals then make their
own, independent decisions.
(Maslows Hierarchy of Needs, follows).
Health and Safety Culture
The four Cs of a positive health
and safety culture are:
Competence.
Control.
Co-operation.
Communication.
Positive Culture
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Competence
Systematic
identificati on and
development of
skills resulting i n
a workforce that
is well informed
and
knowledgeable
about risks and
the precautions
and procedures
that exist for
controlli ng risks.
Control
Clear
demonstration of
commitment, an
organisational
structure in which
responsibil ities
are clear and
people are
accountable.
Co-operation
Employees are
involved i n
planni ng and
developi ng safe
systems of work
as well as
monitori ng
performance. An
atmosphere in
which everyone
is actively
involved i n
continuous
improvement.
Communication
Providi ng
information about
risks, plans,
objectives and
feedback on
performance.
Also, an
atmosphere in
which individuals
are encouraged to
report hazards
and near misses
as well as injuries.
Culture - the Four-Cs
Organising - Control
Setting standards.
Allocating responsibil ities
and authority .
Communicating standards.
Meeting the standards.
Control is brought about by :
Organising - Control
Risk assessment
Principles of prevention
Safe systems of work
Permits to work
We will pick up the theme of workplace
control in the following sections:
In the Hazards section of the course, we will apply
the general and specific principles of control.
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The Exam
Two written papers:
Paper A1: The Management of Safety and
Health.
Paper A2: Controlling Workplace Hazards.
Both 2 hours long.
Both same format:
Q.1 = 20 mark question.
Q.2-11 = 8 mark questions.
Communication
Prohi bition.
Mandatory.
Warni ng.
Safe condition.
Signs are likely to fall into one of the following
groups and must comply with the approved styles:
Safety Signs and Signals
Safety Signs and Signals
Prohi bition
Warni ng
Mandatory
Safe condition
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Definitions of Communication
Communication is the process of conveying or
exchanging information to anot her indivi dual or
group and wher e necessary, triggering a response.
This process can be done
consciously or unconsciously.
The information may be
facts, feelings or ideas.
The Cycle of Communication
The sender originat es the message.
It is encoded (words, gestures, symbols).
It is transmitted (written, oral, non-verbal).
The receiver (target audience)
decodes the message.
It is interpreted by the receiver.
Feedback follows in two-way communication.
The Environment of Communication
The context and culture may
affect the words and gestures used.
Interference - known as noise:
- Transmission affected by physical
interference.
- Fatigue and distractions affect
decoding.
The environment can be positive or
negative to effective communication:
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Forms of Communication
Verbal communication, i.e. use of words:
- Written - informal or formal.
- Oral - face-to-face, phone and meetings .
Non- verbal communication:
- Pictures and graphic symbols.
- Body language.
Dont forget listening skills!
Methods of Communication
Some examples:
Worker handbooks.
Procedure manuals.
Safety briefings.
Toolbox talks.
Memoranda.
Notices, posters and films.
Signs .
How effective are they?
Think of relative advantages and disadvant ages.
Organising - Co-operation
What is co-operation?
Who needs to co-operate on health
and safety ?
How is co-operation achiev ed?
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Organising - Consultation
It is a legal duty to consult with
workers concerni ng health and safety
in many countries.
Standards found in:
ILO-C155 - Article 20.
ILO-R164 - Article 12.
Aim is to bring about co-operation.
It is good pr actice even though it
may not be legal requirement.
Organising - Consultation
Consultation shoul d take place on:
New measures and technologies.
Appoi ntment of competent people to give health
and safety advice.
Devel opment of training programmes.
Matters relating to workers health and safety.
Organising - Consultation
Non-formal consultation:
Safety circles informal
discussion groups. Peopl e can
share ideas and suggest
solutions.
Work and office committees.
Weekly meetings of shop floor staff, supervisors
and managers.
Formal consultation includes formal committees.
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Functions of Safety Committees
Study of accident and disease statistics.
Examination of safety audit reports.
Consider reports and information from enforcing
bodi es.
Consider reports from safety representatives.
Assist in development of procedures and policy.
Monitor the effectiveness of training.
Monitor and improve safety communications.
Provide a link with enforcing agency.
Organising - Consultation
Right number and mixture of members.
Adequate authority.
Knowledge and expertise.
Good communications.
Suitable level of formality.
More than half the members being proactive.
Input from outside.
Assigned specialists.
Minutes actionees and deadlines.
Limit input of individuals.
Identified and agreed priorities.
What makes a committee effective?
Consultation a Typical Question
In relation to worker involvement in healt h and
safety, explain the differences between informing
and consulting.
Informing - providing workers with relevant
important facts concerning workplace safety.
Consultation - taking account of the workers
views before decisions are made.
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What is Competence?
Competence can be defined as:
a combination of knowledge,
ability, training and education,
to enabl e effective performance of
the work.
Competent KATE
Training
Training can be defined as:
a planned process to modify attitude,
knowledge or skill behaviour through lear ning
experience to achieve effective performanc e in
an activity or range of activities.
Training
Training is:
. the systematic development
of attitudes, knowledge and skills
required to perform adequately, a
given task or job.
The suitably and sufficiently
trained person will therefore be
competent.
What is training?
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Training
Stage 1 - Analyse job content and performance standards:
- Task and job analysis (e.g. JSA).
- Refer to risk assessments.
Stage 2 - Decide what knowledge, skills and experience
are needed.
Stage 3 - Assess existing competence, by:
- Past experience and qualifications.
- Performance appraisal and observations.
Identifying Training Needs
The difference between Stage 2 and 3 is the training need.
Training
Induction - newly appointed
employee from outside the
organisation. What needs to
be covered, in what detail and
when?
Job or process change -
newly promoted, transferred
or employees facing change.
Changes i n legislati on.
Who Needs Training and When?
Training
1. Face-to-face:
- Classroom situation.
- Lecture situation.
- Demonstrations.
- Toolbox talks.
- On-the-job training.
- Role plays.
2. Distance or open learning.
Training Techniques
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Training
Discipline.
Posters.
Fear tactics.
H&S videos.
Interactive training and
discussion groups.
Alternatives to Training
Syndicate Group Exercise
Design a health and safety induction training
progr amme for new starters. Consider the
following:
What topics shoul d be included?
In what order?
What sort of timescale will your programme
run over?