Igc 1 Nebosh Questions: 50

Front 1

Elements of health & Safety Management System

Back 1

1. Policy
2. Organisation
3. Planning
4. Implementing
5. Measuring Performance
6. Auditing with Checking and Corrective Actions
7. Reviewing Performance for Continual Improvement

Front 2

Accident investigation – reasons

Back 2

1. May be a legal requirement
2. Insurance Requirement
3. Establish Root Cause
4. Prevent a Recurrence
5. Identify Costs
6. Improve a Safety Culture
7. To Learn From the Event
8. Improve Morale

Front 3

An accident case – 4 immediate causes & 4 underlying causes (root causes)

Back 3

Immediate:
1. Lack of caring
2. Lack of perception
3. Wilful Cause (on purpose)
4. Lack of attention
Root Causes:
1. Management System Failure
2. Negative safety culture
3. Lack of a safe system of work
4. Inadequate information, instruction, training & supervision

Front 4

Information in an accident investigation report

Back 4

1. Date
2. Time
3. Location
4. Injured person(s)
5. Witnesses
6. Injuries / losses sustained
7. Equipment / tools involved
8. Costs estimated / known
9. Who investigated
10. IntroductionSummary
11. Main body – observations, legal breaches, likely enforcement action
12. Recommendation
13. Conclusions
14. Circulation list

Front 5

Outline the factors that may determine the level of supervision an employee should receive during their initial period within a company.

Back 5

1. Complexity of the work to be undertaken
2. Age of the individual
3. The attitude of the individual
4. Any special needs
5. Previous experience
6. Previous situation reports (past accident situations)
7. The peer group attitudeType of PPE that may be required and the need for correct use(i.e. harness
- can fall into incorrect use – over a time period)
8. Level of supervision available
9. Type of work being undertaken
10. Substances used and likely effects
11. Legal requirements

Front 6

Ways of reducing the likelihood of human error in the workplace.

Back 6

1. Information
2. Instruction
3. Training
4. Supervision
5. Risk Assessment
6. Consultation Adequate rest / recovery periods
7. Monitoring performance
8. Tasks fit the person and their abilities and capabilities

Front 7

Reasons why the seriousness of a hazard may be underestimated by someone exposed to it

Back 7

1. Not been exposed to the situation in the past
2. Has worked in the same job without ill-effect
3. Their attitude – does not care
4. The person may be tired
5. Not had awareness training (initial or refresher)
6. Over-reliance on PPE
7. Controls not functioning e.g. LEV
8. Alarms not operational (CO H2S)
9. Effects of medication / drugs / Alcohol
10. Cumulative impacts of failures – one adding to another andhaving more serious consequences

Front 8

Ways in which managers can motivate employees to work safely.

Back 8

1. Lead by example
2. Recognising peoples efforts
3. Rewarding efforts
4. Listening to employees concerns
5. Investigating accidents and near misses
6. No short cutting safety
7. Explaining why certain actions have to be taken (why has the PPE got to be worn)
8. Consultation e.g. meetings periodically
9. Training, Instruction and Information provision

Front 9

Meaning of the term `safe system of work'.

Back 9

A means of working in a safe manner :
A safe system of work is the systematic examination of a task in order to identify all hazards.

The aim is to produce a safe work method that will eliminate or reduce the risks associated with the identified hazards.

It is important to involve employees that carry out the work or with detailed knowledge of the activity, so that the system of work produced is effective and practical as well as safe.

Involving employees with the process helps them to understand why this level of control has to be established and maintained.

Front 10

Sources of information that may need to be consulted when developing a safe system of work.

1

Back 10

1. The safe system of work will include how the task is to be done,what equipment is required, what communication needs must be met and who can authorise variations to the procedure.
2. Risk Assessment (potential hazards)
3. Job Descriptions
4. Permit to work conditions
5. Description of the work to be done?
6. Existing instructions or procedures that may need to be adopted/ adapted
7. Who is required to do the work and what skills and abilities will be needed
8. Supervisory requirements and competencies based work to be done

Front 11

Sources of information that may need to be consulted when developing a safe system of work.

2

Back 11

9. Instructions for any special tools, protective clothing or equipment (e.g. breathing apparatus) that may be needed?
10. Availability of special tools, protective equipment
11. Training records of the people who are to do the work – are they adequately trained
12. Specific isolations and locking-off needs for the work to be done safely?
13. What other site activities are occurring - will the work interfere them or other activities create a hazard to the people doing the work
14. Determination of the respective permissions Available communication facilities - how will the people doing the work communicate with each other
15. Emergency procedures and preparedness plans – need to involve emergency procedures – local rules

Front 12

Factors that could be considered when assessing the health and safety competence of a contractor.

1

Back 12

1. Check the existence of a safety policy.
2. Examine the contractor's procedures for ensuring health and safety at work.
3. Analyse the quality of the contractor's induction and on-going training programmes.
4. Determine the level and coverage afforded by the contractor's insurance policies.
5. Determine whether the contractor is a member of a reputable trade association.
6. Has the contractor undertaken similar work / projects
7. Has the contractor had enforcement action taken against them
8. Do they come with good references

Front 13

Factors that could be considered when assessing the health and safety competence of a contractor.

2

Back 13

9. Are the method statements suitable and sufficient
10. The level of supervision that they will deploy
11. The system used for managing the contract must be suited to the type of work being undertaken – reviewing previous contracts may help with this
12. The responsibilities of each of the parties involved should be clearly defined, agreed and allocated before the start of the project
13. The terms of the contract should require work to be undertaken in accordance with defined and agreed working standards and budgetary allocation should be made for undertaking the work in the defined manner
14. Adequate backing and authority must be given to management contractors so that they can effectively undertake site management activities.

Front 14

Describe the criteria that must be met for the risk assessment to be deemed "suitable and sufficient‟

1

Back 14

1. A suitable and sufficient risk assessment should identify significant risks arising out of work.
2. Trivial risks can usually be ignored, as can risks arising from the routine activities associated with life in general, unless the work activity compounds those risks or there is evidence of significant relevance to the particular work activity.
3. The degree of sophistication of the risk assessment will be directly linked to the size and nature of the undertaking and the hazards and risks likely to be encountered.

Front 15

Describe the criteria that must be met for the risk assessment to be deemed "suitable and sufficient‟

2

Back 15

4. Employers should ensure that where specialist advisers are used, those advisors have sufficient understanding of the particular work activity they are advising on.
5. Everyone involved in that process - employer, employees and specialist will often need to be all working together.
6. Employers in the UK for example are expected to take reasonable steps, such as reading Health and Safety Executive guidance notes, the trade press etc., to familiarise themselves with the hazards and risks at their work.

Front 16

Factors to be considered while developing a health & safety training programme for an organisation

1

Back 16

1. The objectives of the training - what do you hope to achieve by giving the training and what the participants will obtain from it
2. The trainer - whether in-house or external - will have a major impact on the effective presentation of the training and thus the information retention of the participants
3. The venue in which the training is held can have a significanteffect on the training in general if it is in poor condition or poorlyresourced, the training will be less successful than if it is at leastin a good condition and comfortable

Front 17

Factors to be considered while developing a health & safety training programme for an organisation

2

Back 17

4. The number of people involved in the training will affect the quality of the training - in some cases larger numbers allow for greater group interaction, which can help, whilst in other cases smaller numbers allow for more teacher - participant interaction which can also help
5. The means of delivering the teaching will significantly affect most of the other factors here, although it does not necessarily have to be the deciding factor
6. The company culture and the support from the managementteam is also a significant factor in the planning of training delivery

Front 18

Various measures that might beused to assess the effectiveness of the training

Back 18

1. Participation of attendees
2. Level of response
3. Ability to correctly respond to questions
4. Being able to demonstrate understanding
5. On the job follow-up for compliance
6. Reduction of accidents / incidents in aspects of the training delivered
7. Formal feedback from attendees
8. Personal feedback
9. Others asking for similar training
10. Attentiveness throughout

Front 19

Reasons why it is important for an employee to keep the training records of his employees

Back 19

1. May be legal requirements
2. May assist in developing training plans / identifying gaps
3. May be required for evidence following an incident / accident
4. May reduce penalties in a court of law
5. Insurance premium reviews
6. Completing risk assessments
7. CPD for the worker
8. To save duplication of training
9. Management system compliance

Front 20

Outline the ways in which employers can motivate their employees to comply with HSE

1

Back 20

1. A clear and evident commitment from the most senior manager downwards, which provides a climate for safety in which management's objectives and the need for appropriate standards are communicated and in which constructive exchange of information at all levels is positively encouraged
2. An analytical and imaginative approach identifying possible routes to human factor failure. This may well require access to specialist advice
3. Procedures and standards for all aspects of critical work and mechanisms for reviewing them
4. Effective monitoring systems to check the implementation of the procedures and standards
5. Incident investigation and the effective use of information drawn from such investigations
6. Adequate and effective supervision with the power to remedy deficiencies when found.

Front 21

Outline the ways in which employers can motivate their employees to comply with HSE

2

Back 21

7. Effective health and safety management system
8. Encouraging a positive health and safety culture
9. Ensuring adequate and competency of supervision
10. Insisting on effective incident reporting and analysis
11. Willing to learn from experience
12. Clearly visible health and safety leadership
13. A suitable team structures
14. Efficient communication systems and practices
15. Providing adequate staffing levels
16. Ensuring suitable work patterns are implemented
17. Recognition and reward

Front 22

Factors why accidents needs to be reported

Back 22

1. Legal Requirement
2. Allow investigation
3. To establish immediate, underlying and root causes
4. To prevent a recurrence following implementation of recommendations
5. A requirement of the management system
6. Accurate statistics to be maintained
7. Allows the identification of trends thus introduction of preventative measures
8. To ensure appropriate contingencies into the future

Front 23

Factors that discourage the employees from reporting accidents

Back 23

1. Blame culture
2. Prone to disciplinary action
3. Feeling of guild
4. Loss of incentives
5. Jeopardises advancement / promotion
6. To many formalities
7. Embarrassment
8. May be used as a poor example to others (pride)

Front 24

Why is it important for an organization to set targets interms of HSE performance

Back 24

1. Allows the comparison of health and safety performance to be measured
2. Measurement allows management
3. Allows comparisons with others – benchmarking
4. To identify if KPI‟s are being met
5. To identify if compensative measures are required (not waiting too long to take action)
6. To identify organisational needs (training, guidance)
7. Proof of achievement or not as the case may be
8. To give the organisation and its employees something to aim for / surpass
9. To identify health and safety compliance
10. To identify if introduced controls are working

Front 25

6 types of targets in terms of HSE

Back 25

1. Reduction in the number of accidents
2. Reduction in the number of a particular type of accident /incident / type of ill health
3. Year on year comparisons – continual improvement
4. Reduction in the total number of lost days
5. Reduction in accident severity
6. Benchmarking within / outside the organisation
7. Number of training delivered
8. Number of assessments reviewed
9. Number of inspections undertaken
10. Reduction in the number of non-compliances
11. Reduction in the number of serious non-compliances
12. A reduction in the number of days to resolve non-compliances

Front 26

Contractor management – evaluation of contractors

1

Back 26

1. Contractor evaluation could be something as simple as ensuring that they deliver against the terms of the contract.
2. Are they providing and maintaining plant and systems of work which are, so far as is reasonably practicable, safe and without risks to health
3. Are they taking of steps, so far as is reasonably practicable, to ensure safety and absence of risks to health in connection with the use, handling, storage and transport of articles and substances
4. Are they providing such information, instruction, training andsupervision as necessary to ensure, so far as is reasonably practicable, the health and safety at work of their employees

Front 27

Contractor management – evaluation of contractors

2

Back 27

5. Are they maintaining places of work that are safe and without risks to health, so far as is reasonably practicable, and the provision of a safe means of access to and egress from the workplace
6. Are they providing and maintaining a working environment that,so far as is reasonably practicable, is safe and without risks to health and is adequately provided with facilities and arrangements for employees' welfare at work.
7. Are accident levels within reasonable expectations for the typeof work undertaken
8. Is the level of supervision appropriate to the skill levels presentor the risks / hazards posed

Front 28

Pro-Active monitoring

Back 28

Proactive:
Measures of performance that monitor compliance with the OH&S management programme, operational criteria and applicable legislation and regulatory requirements;

This should contain the elements necessary to have a proactive system and should include:

a) Monitoring of the achievement of specific plans, established performance criteria and objectives;

b) The systematic inspection of work systems, premises, plant and equipment;

c) Surveillance of the working environment, including work organisation;

d) Surveillance of workers' health, where appropriate, through suitable medical monitoring or follow-up of workers for early detection of signs and symptoms of harm to health in order to determine the effectiveness of prevention and control measures;and

e) Compliance with applicable national laws and regulations,collective agreements and other commitments on OSH to which the organisation subscribes

Front 29

Reactive monitoring

Back 29

Reactive:
Measures of performance to monitor accidents, ill health, incidents (including near-misses) and other historical evidence of deficient OH&S performance;

Should include the identification, reporting and investigation of:

a) Work-related injuries, ill health (including monitoring of aggregate sickness absence records), diseases and incidents;

b) Other losses, such as damage to property;

c) Deficient safety and health performance, and OSH management system failures; and

d) Workers' rehabilitation and health-restoration programmes.

Front 30

Outline ways in which health & safety culture can be improved

1

Back 30

1. Clear and active senior management commitment to health and safety
2. The needs of production and health and safety properly balanced with pressure for production controlled against that for health and safety
3. Sufficient resources devoted to health and safetyMaximum partnership between management and the workforce based on a participative relationship between staff at all levels
4. Humanistic and non-authoritarian style of management

Front 31

Outline ways in which health & safety culture can be improved

2

Back 31

5. High senior and line management visibility on the shop floor
6. Frequent and informal communication between all levels
7. Quality training given to management and the workforce
8. Frequent and high-quality training for general safety and safe skills
9. High levels of job satisfaction
10. Ergonomic plant design and layouts
11. Workforce selected for their safety attitudes and behaviours.

Front 32

List practical means in which managers can involve their staff in the improvement of health & safety

Back 32

1. Training
2. Information
3. Instruction
4. Communication
5. Consultation
6. Meetings
7. Safety Committees
8. Suggestion schemes
9. Joint inspections
10. Recognition and reward
11. Leading by example
12. Workplace inspections

Front 33

Factors to be considered while developing a safe system of work

1

Back 33

1. The safe system of work will include how the task is to be done,what equipment is required, what communication needs must be met and who can authorise variations to the procedure.
2. Risk Assessment (potential hazards)
3. Job Descriptions
4. Permit to work conditions
5. Description of the work to be done?
6. Existing instructions or procedures that may need to be adopted/ adapted
7. Who is required to do the work and what skills and abilities will be needed
8. Supervisory requirements and competencies based work to be done

Front 34

Factors to be considered while developing a safe system of work

2

Back 34

9. Instructions for any special tools, protective clothing or equipment (e.g. breathing apparatus) that may be needed?
10. Availability of special tools, protective equipment
11. Training records of the people who are to do the work – are they adequately trained
12. Specific isolations and locking-off needs for the work to be done safely?
13. What other site activities are occurring - will the work interfere them or other activities create a hazard to the people doing the work
14. Determination of the respective permissions
15. Available communication facilities - how will the people doing the work communicate with each other
16. Emergency procedures and preparedness plans - need to involve emergency procedures – local rules

Front 35

Why PPE is taken as the last resort

Back 35

1. It is a last resort because it is the difficult to guarantee their effectiveness in terms of selection, maintenance and usage.
2. It can also be frequently quite expensive and not always comfortable to wear for the employees.
3. It will only protect the person wearing it
4. It is seldom 100% effective
5. It can be awkward to wear, which can affect a worker's performance or cause other risks to arise.

Front 36

Agenda of a safety committee meeting

1

Back 36

1. Name of attendees
2. Review of last meeting minutes and acceptance
3. Topic to be discussed
4. Review of statistics and trends of incidents, near miss incident sand reportable diseases to identify unsafe or unhealthy conditions and practices and to communicate recommendations for corrective action both to the relevant managers and to the workforce.
5. Consideration of health and safety issues raised by members of the committee.
6. Consideration of any safety monitoring that has taken place, for example safety audits, and any recommendations that they make.

Front 37

Agenda of a safety committee meeting

2

Back 37

7. Assessment of employee health and safety training, communication and publicity within the workplace.
8. Development and suggestions for implementation of the safety procedures arising out of the safe systems of work through the safety policy.
9. Consideration of any reports, advice or other information provided by the enforcement agency.
10. Accident report discussion
11. Tour of a workplace
12. Close (date of next meeting, etc)

Front 38

Why young worker are at greater risk

Back 38

1. Their inexperience,
2. Their lack of awareness of risks
3. Their general immaturity
4. Their want to explore
5. Their want to explore
6. Their lack of responsibility
7. Susceptibility to hazardous substances and some work processes
8. Sometimes a lack of respect for authority

Front 39

How to minimise the risk to young employees

Back 39

1. Provision of induction training taking into considerations the limitations of the young person
2. Close supervision (sometimes referred to as mentoring) by amore experienced and responsible co-worker
3. Specific health surveillance where working conditions dictateThe establishment of clear lines of communication so as to remove any areas of doubt or uncertainty
4. Restricting the work that the young person is expected to undertake
5. Restricting the hours that the young person is permitted to work with regard to national standards
6. Any national / legislative restrictions on young persons carrying out specific tasks and / or activities at all or during particular periods.
7. Ensuring that any of the PPE provided is suitable and sufficient for the young person given their body shape, size, etc.

Front 40

Meaning of statement of intent, arrangements, etc.

Back 40

1. A statement of the general policy towards health and safety
2. The organisation of responsibilities and accountabilities - throughout the organisation
3. The arrangements or means of achieving the aims and objectives

Front 41

Policy review – when?

1

Back 41

1. The creation of a new department, for example, an export department when foreign business increases.
2. The introduction of a new process, such as a solvent-based component cleaning operation.
3. Take-overs or mergers: the print room manager could be given additional responsibilities for packing, following a merger with a distribution company.
4. Transfer of responsibilities from one manager or director to another.

Front 42

Policy review - when?

2

Back 42

5. Closing down or selling part of the business, since the policy must be relevant, so references to a non-existent part of the organisation must be removed.
6. Change of premises (which will alter such arrangements as fire safety procedures, evacuation and assembly, or alarm testing).
7. Changes in legislation, approved codes of practice, codes of practice, guidance notes, ISO Standards, etc.
8. Following an accidentFollowing adverse comments from enforcers, insurers, clients, etc.

Front 43

Categories of persons who might be useful in an internal accident investigation

Back 43

1. A balance has to be struck between having sufficiently trained accident investigators and the resources required to achieve this.
2. The selection of investigators will also be dictated to some extent by the events which are chosen for investigation.
3. Manager with authority to make decisions
4. Specialist
5. Safety Person
6. Someone involved in the incident
7. Person in charge of the work area
8. Worker representative
9. Someone from the enforcing authority

Front 44

Why is PPE the last resort?

Back 44

See 26 above

1. It is a last resort because it is the difficult to guarantee their effectiveness in terms of selection, maintenance and usage.
2. It can also be frequently quite expensive and not always comfortable to wear for the employees.
3. It will only protect the person wearing it
4. It is seldom 100% effective
5. It can be awkward to wear, which can affect a worker's performance or cause other risks to arise.

Front 45

Define the term 'permit-to-work system'.

Back 45

A permit to work is a formal documented control process which takes account of all the foreseeable interactions between the worker, the environment and the associated hazards.

It defines the procedures and precautions to be undertaken and the sequence in which they should be carried out.

The permit to work approach is not in itself a safe system of work, but a very specific type of control.

It is designed to prevent human errors, especially those of conflicting knowledge, incorrect assumptions and mixed messages.

Certain types of activities and certain hazards require permit to work procedures as part of the safe system.

Front 46

Outline THREE types of work situation that may require a permit-to work system, giving reasons in EACH case for the requirement.

1

Back 46

1. Complex and highly hazardous situations
2. Dangerous substances - Exposure and ill health
3. Entry into explosives or inflammable atmospheres - explosions and fires
4. Entry into non- respirable atmospheres - suffocation potential
5. Confined spaces - dangerous atmospheres, work conditions
6. Electrical work, especially high voltage - Contact with live electricity
7. Pressurised systems and pressurised atmospheres - explosions, exposure leading to penetration
8. Radioactive or biologically hazardous environments - occupational ill health

Front 47

Outline THREE types of work situation that may require a permit-to work system, giving reasons in EACH case for the requirement.

2

Back 47

9. Breaking into pipelines containing hazardous materials, including chemicals, gases and steam - contact or exposure to hazardous situations
10. Hot work such as welding, in certain situations - fire and explosions
11. Fumigation or other releases of hazardous substances - occupational health issues, contamination
12. Maintenance work on plant and machinery - exposure to dangerous parts, entrapment, entanglement, nip points, etc
13. Working at height - fall from height
14. Working in excavations - collapse of excavation and burying
15. Cold work situations - fire or explosions from unintentional sparks

Front 48

Outline the factors to consider when carrying out a fire risk assessment of a workplace.

Back 48

1. Who could be harmed - people at risk
2. What could be harmed - assets
3. How could harm arise hazards
4. Control measures in place
5. Presence of flammable substances
6. Sources of heat
7. Oxygen presence or oxidising situations

Front 49

Hierarchy of Risk Management Controls

Back 49

1. Avoiding Risks
2. Elimination or Substitution
3. Reducing Time or Limiting Exposure
4. Isolation and / or Segregation
5. Engineering Controls
6. Safe System of Work
7. Training and Information
8. Personal Protective Equipment
9. Welfare
10. Monitoring and Supervision

Front 50

Explain the purpose of:
1. Statement of intend
2. Arrangements
3. Organisation

Back 50

A statement of the general policy towards health and safety:

1. Shows management commitment from the topThe organisation of responsibilities and accountabilities -throughout the organisation

2. Who is responsible for implementing the policy and lines of communicationThe arrangements or means of achieving the aims and objectives

3. What will be used to ensure that safe workplaces exist, thetools that allow management to manage in a safe and healthy way

Front 51

Outline the typical issued included in the arrangement section of the Health & safety policy

1

Back 51

The arrangements section of the health and safety policy document should state how the organisation, through the responsibilities of the people identified in the organisation section, will carry out the general intentions given in the statement.

This is the most company-specific part of the policy and should have details of procedures for controlling risks identified by the risk assessments.

Arrangements and procedures will control the significant risks identified in the risk assessments, which can involve any combination of:

1. Inspection
2. Maintenance
3. Operating procedures
4. Training, supervision or monitoring procedures which are needed to control an identified risk.

Front 52

Outline the typical issued included in the arrangement section of the Health & safety policy

2

Back 52

1. Risk assessments
2. Safe system of work
3. Emergency arrangements - fire / first aid - accident
4. Training
5. Permits to work
6. Statistic gathering
7. Accident / incident investigation
8. Accident reporting
9. Safety committee protocols
10. Controlling exposure to workplace hazards
11. Health monitoring

Front 53

Reasons why Health & Safety Policy to be reviewed

1

Back 53

1. The creation of a new department, for example, an export department when foreign business increases.
2. The introduction of a new process, such as a solvent-based component cleaning operation.
3. Take-overs or mergers: the print room manager could be given additional responsibilities for packing, following a merger with a distribution company.
4. Transfer of responsibilities from one manager or director to another.
5. Closing down or selling part of the business, since the policy must be relevant, so references to a non-existent part of the organisation must be removed.
6. Change of premises (which will alter such arrangements as fire safety procedures, evacuation and assembly, or alarm testing).
7. Changes in legislation, approved codes of practice, codes of practice, guidance notes, ISO Standards, etc.
8. Following an accident
9. Following adverse comments from enforcers, insurers, clients, etc.

Front 54

Outline ways in which the health & safety culture of an organisation can be improved

Back 54

1. Clear and active senior management commitment to health and safety
2. The needs of production and health and safety properly balanced with pressure for production controlled against that for health and safety
3. Sufficient resources devoted to health and safety
4. Maximum partnership between management and the workforce based on a participative relationship between staff at all levels
5. Humanistic and non-authoritarian style of management
6. High senior and line management visibility on the shop floor Frequent and informal communication between all levels
7. Quality training given to management and the workforce
8. Frequent and high-quality training for general safety and safe skills
9. High levels of job satisfaction
10. Ergonomic plant design and layouts
11. Workforce selected for their safety attitudes and behaviours.

Front 55

Explain the term Risk, using an example.

Back 55

Risk is the likelihood or probability of that hazard causing harm coupled with the severity of harm.

The extent of risk covers whoever might be affected by a risk, i.e. the numbers of people who might be exposed and the consequences for them.

Risk therefore reflects both the likelihood (chance / probability) that an event will occur and the severity of its outcome.

Front 56

Outline the factors that needs to be considered when selecting individuals to assist in carrying out health & safety risk assessment.

Back 56

The over-riding factor here as with risk assessments generally is that the person who is assisting is competent to undertake the work expected of them.

If there is doubt on any aspect of their competency then ISIT will have to be ensured in a bid to protect the assistant.

The individuals concerned will have to be provided with suitable and sufficient PPE and be clear of their duties and responsibilities during their engagement.

Front 57

Outline the immediate and long terms actions that should betaken after a serious workplace injury accident

Back 57

1. Make sure the area is safe to enter to assist any injured person
2. Obtain assistance for the injured person and secure any damage
3. Call for external assistance
4. Assist with any external investigations - police, etc
5. Inform respective persons - management, HR, relatives, owner of assets, etc
6. Gather internal investigation team
7. Obtain facts:
-Statements
-Photos
-Records - maintenance, training, risk assessments
-Permits and safe systems of work
8. Analyse information
9. Determine actions required
10. Generate reports with action plans
11. Follow-up
12. Review risk assessments
13. Review management system and related procedures
14. Follow-up on actions progress

Front 58

Outline the reasons why an employee may require additional health & safety training at a later stage of employment with the organization

Back 58

1. As a matter of procedure
2. To refresh in a bid to avoid complacency
3. To identify further training needs
4. To gather feedback on what is going right and or not so well
5. Update records
6. Update knowledge of the person with respect to say technology advances, industry knowledge, legislation

Front 59

Outline ways of reducing the likelihood of human error in a workplace

1

Back 59

Exclusion strategies.

Exclusion strategies make it impossible for the identified human error to occur. One such exclusion
strategy is “mistake proofing.” For example, as consumers we cannot put a diesel fuel nozzle into
an unleaded fuel tank‟s opening.
The pump‟s design makes it impossible to make that error.

Exclusion should be used in cases in which the potential human error can lead to catastrophic consequences.

Prevention strategies.

Prevention strategies are the next tier down from exclusion and are used where the risk of human error is not as critical. In other words, the investment in making the human error impossible is not justified, so we just want to find amore economical approach to make it difficult to commit that identified human error.

Examples include the checklist a pilot completes before each flight and the surgical instrument count a nurse completes before and after a surgery.

Front 60

Outline ways of reducing the likelihood of human error in a workplace

2

Back 60

Fail-safe strategies.

Contrary to the name, fail-safe strategies are invoked when we want to mitigate the consequences of human error instead of trying to prevent it from occurring in the first place.

For example, stringent preventive maintenance efforts should be in place to ensure that equipment is calibrating according to the manufacturer‟s specifications.

If the calibration goes beyond set alarm limits, and that condition is not acknowledged and corrected immediately, catastrophic consequences could result.

Competence improvements with more focused training and awareness

ITIS

Rest - reduce tiredness and fatigue

Health monitoring to determine levels prior to deteriorating to an unacceptable level

Follow-up after incidents - establish why things went wrong - contributors and causes

Engineering out areas where error may arise e.g. control conflicts

Front 61

Outline ways in which managers can motivate their employees

Back 61

Motivation:

Is the driving force behind the way a person acts or the way in which people are stimulated to act. Involvement in the decision-making process in a meaningful way will improve motivation as will the use of incentive schemes.

However, there are other important influences on motivation such as recognition and promotion opportunities, job security and job satisfaction.

Self-interest, in all its forms, is a significant motivator and personal factor.

Front 62

Outline the factors to be considered when assessing the risk to a long distance delivery driver.

Back 62

1. The drivers competence
2. Knowledge of procedures in case of incident / accident
3. Hours of work (may be legal limits imposed)
4. Routes and alternatives
5. Time expectations
6. Procedures in the event of not meeting expectations
7. Contact numbers and details
8. Information on the load being transported
9. Break / stoppage requirements
10. Adequacy of funds
11. Security arrangements
12. Check-in procedures with contact person(s)
13. Technical information about the load and related emergency procedures
14. Emergency equipment - spill kits, extinguishers, first aid
15. Provision of suitable and sufficient PPE

Front 63

Explain how the accident datacan be used to improve the health and safety performanc eof an organization

Back 63

1. It can identify weaknesses in the existing system
2. Indications of areas of recurrence
3. Identification as to persons at risk
4. May indicate training / retraining needs
5. Assist with insurance premiums - lower if reductions can be managed
6. Indicate where additional risk controls are required
7. Used to compare one site / department with another
8. Learn from existing good practices
9. Improvements in safety will drive moral and quality improvements
10. Happy workforce tend to be a safer workforce