My view imprint 2011
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1) The document discusses the legal duty of care for safety professionals to provide accurate advice and recommendations, as others may reasonably act on such advice. 2) It presents a DIMRC framework for managing information, documentation, implementation, maintenance, review, and communication to create an auditable trail and maintain control of safety processes. 3) A five-step PIREM process is outlined for benchmarking and reviewing an organization's existing safety system, including reviewing behaviors, organization, establishing guidelines, implementing plans, and maintaining safety practices.
My view imprint 2011
- 1. Creating YOUR Notes on SAFETY Creating IMPRINT SAFELY YOUR Legal Liability and the Safety Professional’s duty of care: Ministry of Housing and Local Government v Sharp (1970) Lord Denning SAFETY “The duty to use due care in a statement arises not from any voluntary assumption of responsibility, but from the fact that the person making it IMPRINT knows, or ought to know, that others would act on the face of the statement being correct” SAFELY ‘What that statement of Lord Dennins really says is that if you give advice it may reasonably follow that someone will act on that advice and therefore the advice must be accurate.’ A Practical Solution to The Safety & Health Practitioner December 1998 (27) Article by Paul Jones Introducing and Maintaining Safety at Work Bacon’s Essays of Studies P202 ‘Reading maketh a full man, conference a ready man, and writing an exact man; and therefore, if a man write little, he had need have a great memory; if he confer little, he had need a present wit; and if he read little, he had need much cunning, to seem to know that he doth not.’ C1600 Copyright Clive Burgess© 2011
- 2. CONSULTATION A Practical Solution to Introducing and Maintaining Manage Information Consultation, communication and reporting Safety at Work Keeping control of the situation: Use this acronym to manage (OHS) Risk/Cost Control System your paperwork flows and to create an auditable trail Your footprint in Five steps Making your imprint Making your imprint last DIMRC - These should be Documented, Implemented, Maintained, Reviewed Benchmarking and Best Practice and Communicated Reviewing your companies existing safety system. (PIREM) Documented – Diaries, Audits, Research Files, Activities Files, Database, Leaflets etc 1: Process 2: Impact 3: Regulate 4: Execute 5: Maintain Implemented – Pro-active involvement, Influencing the situation, Involving Reviewed – To observe action points had been triggered and were others noticeable Maintained – Challenging the status quo, Employee surveys, Facing reality 1: Process (OHS) Risk/Cost Control System – Step One Reviewed – To observe action points had been triggered and were BEHAVIOUR Co-operation and Review noticeable Review Behaviour patterns and trends, gain co-operation by involving the Communicated – Through direct ‘face to face’ contact - leaflets workforce from the start of your safety project. GAP Auditing Glossary: Charter > Vision > Goal > Policy >Expectation > Intent > Review your existing health and safety policy and procedures to find out Value > Behaviour > Commitment what already exist and what is missing. Charter 2: Impact (OHS) Risk/Cost Control System – Step Two the fundamental principles of an organization; constitution ORGANISATION Coordination and Competition ‘The Charter of the United Nations’ Review your Organisation to find out how your workforce operates in Vision relation to your existing health and safety policy and procedures. How are the ability or an instance of great perception, esp. of future these processes coordinated by the workforce and the management team? developments ‘A man’s vision’ Does this give you a competitive edge? Is it safe? Lean productive units Goal Conduct a general risk assessment the aim or object towards which an endeavour is directed Specific Topics Policy 3: Regulate (OHS) Risk/Cost Control System – Step Three a plan of action adopted or pursued by an individual, government, party, business, etc. GUIDELINES Conditions and Competence Expectation Documented – Diaries, Audits, Research Files, Activities Files, an attitude of expectancy or hope; anticipation Database, Leaflets etc ‘to regard something with expectation’ 4: Execute (OHS) Risk/Cost Control System – Step Four Intent PLAN Implementation and Control something that is intended; aim; purpose; design Implemented – Pro-active involvement, influencing the situation, Value involving others the moral principles and beliefs or accepted standards of a person 5: Maintain (OHS) Risk/Cost Control System – Step Five or social group ‘a person with old-fashioned values’ Maintained – Challenging the status quo, Employee surveys, facing Behaviour reality manner of behaving or conducting oneself Commitment If you are creating your (OHS) Risk/Cost Control System from scratch an obligation, promise, etc. that restricts one's freedom of action work backwards from step five to step one.
- 3. TEAMWORK Manage People BEHAVIOUR: Making your imprint CO-OPERATION and REVIEW > Process 1: Process: BEHAVIOUR CO-OPERATION and REVIEW 1: Process (OHS) Risk/Cost Control System – Step One 2: Impact: ORGANISATION COORDINATION and COMPETITION Co-operation and Review 3: Regulate: GUIDELINES CONDITIONS and COMPETENCE Review Behaviour patterns and trends, gain co-operation by involving the 4: Execute: PLAN IMPLEMENTATION and CONTROL workforce from the start of your safety project. 5: Maintain: OBSERVE MONITOR and MEASURE GAP Auditing Review your existing health and safety policy and procedures to find out what already exist and what is missing. PLAN IMPLEMENTATION and CONTROL > Execute We want you to come to work and go home without harm How we do things around here The Charter: The Commitment: Vision, Values & Behaviours. Commitment Providing Safety and Preventing Harm to All The Policy: The Expectations: OHS&E Safety Everywhere, Everyday Living up to ‘Safety Its My Responsibility’ The Goal: The Culture: Zero Harm Safety Everywhere, Everyday Behaving Safe, without Harm, Identifying Hazards BEHAVIOUR CO-OPERATION and REVIEW > Process How we do things around here Identify responsibility and accountability The Commitment: Providing Safety and Preventing Harm to All Hazard identification, risk assessment, and control of risks The Expectations: Living up to ‘Safety Its My Responsibility’ Communicated – Through direct ‘face to face’ contact - leaflets The Culture: Behaving Safe, without Harm, Identifying Hazards Keeping control of the situation GUIDELINES CONDITIONS and COMPETENCE > Regulate Reduce risk by assessing the situation Remove, reduce or contain hazards We want you to follow these rules Documentation (paper flow) Auditable trail The Systems: Documentation and Data for Safe Operations Practice, Controlling Risks Perception, knowledge and practices of employees in relation to health and ORGANISATION COORDINATION and COMPETITION > Impact safety We want you to do this using these to produce that Observe the systematic interaction of people, machines in relation to the The Organisation: work environment. Consider the organisational and cultural factors, which Support through Consultation, Communication and Reporting effect the actions or activities performed to complete the task. The Leadership: Offering Guidance, Direction and Support, Honest and Trustworthy OBSERVE MONITOR and MEASURE > Control Making your imprint last There are many Keeping control of the situation different behavioural Reduce risk by assessing the situation safety systems on the Remove, reduce or contain hazards internet Documentation (paper flow) Auditable trail
- 4. MANAGEMENT ORGANISATION: Making your imprint COORDINATION and COMPETITION > Impact Manage Operations Keeping Control of the Situation 2: Impact (OHS) Risk/Cost Control System – Step Two Elements required for a health and safety plan – Dr Niki Ellis 2001 Coordination and Competition Review your Organisation to find out how your workforce operates in Vision: What the organisation aspires to in health and safety and why. relation to your existing health and safety policy and procedures. How are these processes coordinated by the workforce and the management team? Values: Important principles in doing health and safety, and probably more Does this give you a competitive edge? Is it safe? about why. Lean productive units Conduct a general risk assessment Goal: What the organisation wants to achieve overall for health and safety We want you to do this using these to produce that within the timeframe of the plan. The Organisation: Indicators/targets for the goals: The measures that will be used to assess Support through Consultation, Communication and Reporting progress towards the goals and the change expected between now and the The Leadership: defined time in the future using these measures. Offering Guidance, Direction and Support, Honest and Trustworthy Risk Assessments Key priority areas (KPA): Priorities for action in the period of the plan. Risks (elimination, substitution, engineering controls, administration controls, personal protective equipment, and purchasing goods and Objectives: What the organisation wants to achieve in the timeframe for each services) KPA Contingency preparedness and response Communicated – Through direct ‘face to face’ contact - leaflets Strategies: How the organisation intends to achieve its objectives. Keeping control of the situation Subheadings are needed within strategies to describe task, timelines and Reduce risk by assessing the situation accountabilities (who is accountable for getting this done) Remove, reduce or contain hazards Documentation (paper flow) Auditable trail Documentation (paper flow) Auditable trail Performance indicators for various elements of workplace Organisational Health and Safety (OHS) Indicators Keeping control of the situation Leadership Five Steps to Risk Assessing Elements of Implementation for a Risk Management System Consultative Information Identify the Hazards 1. Identify responsibility and accountability Planning 2. Training and competency Training Identify the Risk 3. Consultation, communication and reporting Risk Management And the people at Risk 4. Documentation and data control Hazard identification 5. Hazard identification, risk assessment, and control of risks Risk assessment Evaluate, remove or reduce, and protect 6. Risks (elimination, substitution, engineering controls, administration controls, Risk control from risk personal protective equipment, and purchasing goods and services) Injury Management 7. Contingency preparedness and response First aid Record, plan, inform, instruct, and train Rehabilitation Workers compensation Review
- 5. GUIDELINES: Making your imprint COMPLIANCE Manage Finance CONDITIONS and COMPETENCE > Regulate 1: Process Identify responsibility and accountability 3: Regulate (OHS) Risk/Cost Control System – Step Three 2: Impact Contingency preparedness and response 3: Regulate Documentation and data control Documented – Diaries, Audits, Research Files, Activities Files, 4: Execute Hazard identification, risk assessment, and control of risks Database, Leaflets, Training Files 5: Maintain Training and competency We want you to follow these rules Compliance with HS (G) 65 The Systems: IMPACT – How we judge our achievements Documentation and Data for Safe Operations Practice, Controlling Risks Compliance with external standards, eg Documentation and data control Policy legislation, codes of practice etc Training and competency Organising Compliance with internal standards Inform, Instruct, Train: Hazard/incident report rates Communicated – Through direct ‘face to face’ contact - leaflets Rates of improvements made Keeping control of the situation: Regulations Accident Prevention Monitoring Cost of damaged equipment Reduce risk by assessing the situation Inspecting Risk ratings Remove, reduce or contain hazards Investigating Satisfaction of line manager with OHS services Documentation (paper flow) Auditable trail Measuring Performance Perception, knowledge and practices of ‘Six Pack’ Reviewing Performance employees in relation to health and safety Management of Health & Safety 1999 Manual Handling Auditing Documentation (paper flow) Auditable trail Welfare at work (Workplace) Creating a Library Advice, Checks and Reports Display Screen Equipment Keeping control of the situation: Use this acronym to achieve your goals Personal Protective Equipment PUWER Work Equipment • DAOTM – LOLER Lifting Equipment Direction, Aims and Objectives, Targets and Milestones COSHH 2002 Keeping control of the situation: Use this acronym when setting objectives and Signs and signals targets Noise at work Electricity at work Lighting • SMARTER- These should be Specific to the desired outcome, Measurable Vibration at work with noticeable and observable change, Achievable but challenging enough RIDDOR not to be tedious , Reasonable in the expectations of the participant and with First Aid given Time restraints, Evaluated and Redefined – Working towards a Safety Accident Book Culture – ‘Safety it’s my responsibility’ Fire Order 1. Specific Consultation with Employees 2. Measurable Working from Heights 3. Achievable Asbestos 4. Reasonable Lead 5. Time Insurance – Liability- Indemnity Policy 6. Evaluation Working Time Directive 7. Redefine CDM 2007
- 6. Inform, Instruct, Train PLAN: Making your imprint IMPLEMENTATION and CONTROL > Execute A Practical Solution to Introducing and Maintaining 4: Execute (OHS) Risk/Cost Control System – Step Four Safety at Work Involvement and Responsibility Implemented – Pro-active involvement, influencing the situation, Manage safely: MAINTAIN involving others Your footprint in Five stages Making Your Imprint Last We want you to come to work and go home without harm Stage one Manage Risks: CONTROL The Charter: Maintaining the (OHS) RISK/COST CONTROL SYSTEM. Observation Vision, Values & Behaviours. Commitment Administration. Using this guidebook The Policy: to maintain safe and healthy working conditions; and OHS&E Safety Everywhere, Everyday to review and revise this policy as necessary at regular intervals. The Goal: Zero Harm Safety Everywhere, Everyday Stage two Manage Finance: COMPLIANCE to provide adequate control of the health and safety risks arising from our Communicated – Through direct ‘face to face’ contact - leaflets work activities; Contribute to the implementation of change in services products and Keeping control of the situation systems by ensuring your company is compliant with health and safety Reduce risk by assessing the situation regulations. Remove, reduce or contain hazards Plan, allocate and evaluate work carried out by teams, individuals and self. Documentation (paper flow) Auditable trail Recommend, monitor and control the use of resources. • DIMRC - These should be Documented, Implemented, Maintained, Stage three Manage Operations: MANAGEMENT Reviewed and Communicated to provide information, instruction and supervision 1. Documented – Diaries, Audits, Research Files, Activities Files, to ensure all employees are competent to do their tasks, and to give them Database, Leaflets etc adequate training; 2. Implemented – Pro-active involvement, Influencing the situation, prevent accidents and cases of work-related ill health; Involving others Maintain and improve service and product operations 3. Maintained – Challenging the status quo, Employee surveys, Plan activities and determine work methods to achieve objectives Facing reality Stage four Manage People: TEAMWORK 4. Reviewed – To observe action points had been triggered and to ensure safe handling and use of substances were noticeable to provide and maintain safe plant and equipment 5. Communicated – Through direct ‘face to face’ contact - leaflets Create, maintain and enhance effective working relationships Stage five Manage Information: CONSULTATION to consult with our employees on matters affecting their health and safety; Seek, evaluate and organise information for action Exchange information to solve problems and make decisions Develop teams, individuals and self to enhance performance