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Element A6
Element A6
ORGANISATIONAL FACTORS
Internal influences
Depend on the maturity of the organisation
This maturity and how it is displayed =
The culture of the organisation
Positive / negative
Element A6
INTERNAL INFLUENCES
Finance
Provision of adequate finance is important
Must be used wisely
Risk ficussed approach to H+S
Priorities are resourced first
Without this = negative influence
Essential to plan H+S measures in advance
Element A6
INTERNAL INFLUENCES
Production targets
The setting targets / objectives is a positive way of
influencing the organisation
Provided they are realistic and achievable
Achievable = met in a safe and healthy manner
Not uncommon for employees and MGT to take risks
to achieve targets
Element A6
INTERNAL INFLUENCES
Trade Unions
Influence depends on views of members / reps
Reps who do both roles = diluted efforts on H+S
Stand alone H+S reps = more focussed and less
reactive
Reps training = influence through H+S knowledge
Element A6
INTERNAL INFLUENCES
Organisational goals
Set out in Policy Statement
Established to meet legal and moral obligations
SMART
Element A6
INTERNAL INFLUENCES
Culture
Value and beliefs of the organsiation
(Positive / negative influence)
Natural unconscious bias to production over H+S
Short term thinking / reactive approach
= strong negative influence
Element A6
INTERNAL INFLUENCES
Culture
Value and beliefs of the organsiation
(Positive / negative influence)
Considers issues in short / med / long term
Has strong planning and proactive approach
= strong positive influence
Element A6
EXTERNAL INFLUENCES
Depends on current status of the MGT
of H+S
3 broad stages
Young
Immature
Mature
Element A6
STATUS OF H+S MGT
Young
Driven by events that are occuring and pressure from
external authorities
Sees remedies as technical in nature
Operating at level 1
Element A6
STATUS OF H+S MGT
Immature
Driven by unplanned events, beginning to establish
systems in anticipation of events
Prevention systems = those req’d by law
R/A’s, procedural in nature
Operating at level 2
Element A6
STATUS OF H+S MGT
Mature
Considerable resources, active systems and practices
Observes opportunities for improvement
Preventative systems are behavioural in nature
Operating at level 3
Element A6
EXTERNAL INFLUENCES
Legislation
Past = tend to be punitive
Now = preventative action and self development
Influence = want to comply – prospect of punishment
Parliament
Decides what laws are approp.
2 way process – lobbying / cons. Etc = mod / delay of legislation
Enforcement Authorities
Influence organisation level of performance
Courts / Tribunals
After the event
Element A6
EXTERNAL INFLUENCES
Contracts
There are set STDS for H+S perf of suppliers / contractors
Clients / contractors
H+S req’s written into contract
Competent / aware of stds
TU’s
Through TUC – influence development of Regs / ACOPS
Insurance co’s
To minimise risks and control level of premium
Element A6
TYPES OF ORGANISATION
FORMAL
Hierarchical structure
(Org. Charts)
INFORMAL
Personal relationships
Verbal communications
Undermine established systems
Element A6
LARGE OR SMALL ORGANISATION
Small
Less formal
Less specific with auth / resp / accountability
Large
Number of layers of MGT
Communication more difficult
SNR MGT can be remote
Less involved and unaffected by H+S
Element A6
ROLE OF MGT
To complement policy of org.
Communicate with SNR MGT
Plan H+S into work activities
Work with tech staff
Monitor
Review
Improve work systems
Line MGT / H+S Pract
Established relationship
Pract
Report to SNR MGR not Prod MGR (Conflict)
Element A6
CONFLICTS
Difference between goals of Org and
Individuals
Workers
Taking risks
Makes life easier
Rewards for prod targets
Element A6
GOALS / NEEDS OF INDIVIDUAL
Achieve sense of involvement /
ownership
All play a part
POSITIVE CULTURE
COLLECTIVE COMMITMENT
Element A6
3RD
PARTY CONTROL
Contractors
Visitors
Trespassers
Public
Criminal law duties owed to 3rd
parties
HASAWA sections 3, 4, 7, 8
MHSWR regs 3, 8, 11, 12
Element A6
CONTRACTORS
Check list – “vetting”
Assessment of contractors
Competent / professional
Risk control
Proactive exercise
Consultation prior to commencement
Discuss H+S req’s and precautions
Workforce and 3rd parties
Element A6
CONTRACTORS
Use of owners equipment
Contractors expected to provide own equip. Must not
use owners equip without permission
Only use owners utilities with authority
Control of contractors
Liaison – daily basis
Access – sign in etc
PTW – ensures all risks / controls ID’d before work
Element A6
CONTRACTORS
Monitoring
Include in routine inspections
PPE etc
Reporting and Investigation
Report incidents to occupier
Review meetings
Regular
Element A6
CONTRACTORS
Completion Reports
Control of Risks
Client and contractor
Owe each other duty to control risk arising from their
activities
Element A6
CONTRACTORS
Risks associated with on-site
contractors
Plant and M/C
Noise
Fire protection – plan procedures
Dangerous substances / waste
PPE
Vehicles – internal policies – speed limits etc
Site Clearance – on completion of work
Element A6
VISITORS
Risks associated with visitors
Responsibility lies with whoever is in control of
premises
R/A
All types of visitor including trespassers
Office / driver unloading / clients
Foresee risk and implement controls
Element A6
CONSULTATION
Provides opportunity to comment on H+S
issues
Provides employer with insight into impact of
H+S issues
TWO WAY PROCESS
SRSC Regs
HSCER 96 – non union
Health and safety consultation with employees regs 1996
Element A6
CONSULTATION
NON UNION
Formal
HSECR 96
To consult in good time
Employees choice
Consult with Rep Of Employee Safety
RES
or
Directly with employer
Element A6
CONSULTATION
Informal
Discussion groups
Safety circles
Most affected groups
Dept meetings
Employee discussions
Element A6
BEHAVIOURAL ASPECTS - CONSULTATION
IF MGT view cons. on H+S a burden
= conflict
Consultation not a substitute to H+S
arrangements
Supplement
Element A6
BEHAVIOURAL ASPECTS - CONSULTATION
Employees
Can have negative impact
Getting back at MGT
Attitudes on both sides say great deal
about the culture
Element A6
CULTURE AND CLIMATE
Collection of
Attitudes
Values
Beliefs produce a culture
Positive
Negative
Neutral
Element A6
CULTURE AND CLIMATE
Style of MGT = crucial
Strong leadership and commitment to
H+S
If only interested in production
Negative culture will follow
Element A6
CULTURE AND CLIMATE
CLIMATE
Current position on H+S
Measured at intervals
H+S MGT has most influence on
behaviour
Individual will fit into culture and act
accordingly
TOP DOWN COMMITMENT
Element A6
CULTURE AND CLIMATE
Indicators of culture
Effective communication
Leadership and commitment
Equal priority
H+S / Production / Finance etc
Accident investigation and Near Miss Feedback
To employees
Consultation
Trust
Element A6
CULTURE AND CLIMATE
Climate assessment tools
HSE Climate Survey Tool (CST)
Perception survey
Findings of acc / inc investigation
Effectiveness of communications
Evidence of commitment at all levels
Measure achievement against STDs set
Audits
Promptly dealing with shortfalls
Element A6
CULTURE AND CLIMATE
Factors affecting culture
Positive
Promotes MGT and employee commitment
Top down
ID and set STDs
KPI’s
Achievable
Element A6
CULTURE AND CLIMATE
Factors affecting culture
Negative
Lack of top down
Organisational change
Upheaval
Resistance to change
Mistrust through poor communication
Mixed signals
Element A6