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147 Cards in this Set
- Front
- Back
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(EI)
Health and Safety Management Systems |
HSG 65
Policy Organising Planning & Implementing Measuring Performance Reviewing Performance Auditing |
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Systematic Approach to Management
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Often linked to the PDCA cycle:
Plan Do Check Act |
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What does organising look to create?
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A positive safety culture by focusing on the four C's
Co-operation Communication Competence Control |
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Planning and Implementing Overview
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Detailed arrangements for the management of H&S.
Central to this idea: Concept of risk assessment Identification & Implementation of safe systems of work & protective measures Emergency Procedures Accident Reporting & Investigation Permit to work systems Use of PPE |
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Measuring Performance Overview
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Acive Performance Measurement
Reactive Performance Measurement |
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Active Performance Measurement
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Usually involves undertaking some sort of inspection or check to ensure standards been met in organisation.
Failures can be corrected before accident or ill health occurs. |
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Reactive Performance Measurement
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Examination of accident or ill health statistics for trends or patterns
OR Carrying out accident investigations to learn lessons from single event |
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Reviewing Performance
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A mechanism should be put in place for the routine review of H&S performance.
Mechanism should allows for changes to be made to the management system with view to continuous improvement. |
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Auditing
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Arrangements should be made for the inependant, systematic & critical examination of the safety management system to ensure all the parts are working acceptably well
This element concerned with the interna/and or external examination of the management system Seeking objective evedence of compliance/conformance of standards set or recognised in the safety policy. Can be used to provide information for the review mechanism. which in turn feed back to other elements in the management system |
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Policy (key information)
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Sets out organisation's:
Aims with regard to H&S Who is resposible for acieving these aims How aims are to be acieved Policy has a roll in decision making of: Senior management who formulate it. Middle and junior management who are required to implement it. Legal requirement under HSWA 2(3) where empoyer has 5 or more employees. |
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Policy Benefits
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Sets out organisations general approach & commitment to achieving particular aims & objectives.
Provides framework of general & specific H&S resposibilities for staff Guidace on the detailed operational arrangements to be taken to protect employees & others from harm as a result of workplace activities |
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How Does Policy Influence Decision Making? (1)
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Seniour Management have to decide what type of H&S standards they are committing to.then have to allocate resources accordingly
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How Does Policy influence Decision Making in Organisation (2)
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Other managers have to ensure their decisions are in line with policy
Does not work against organisation's stated objectives |
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Policy Legal Requirement
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HSWA 2(3)
MHSWR reg 5 |
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HSWA 2(3)
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Requires employer to prepare a written H&S policy that will include:
General state of policy & the organisation & arrangements for carrying it out, Revised as necessary Brought to attention of employees |
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MHSWR reg 5
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Requires employer to make ARRANGEMENTS for effective:
Planning, Organisation, Control, Monitoring & Review of protective & preventative measures Must be recorded where there are 5 or more employees |
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General Statement of Entent
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The organisation's philoshopy in relation to the management of H&S
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Organisation Section of Policy
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Indicates chain of command for H&S management and identifies roles & responsibilities
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Arrangements Section Policy
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Outlines the arrangements that exist for the effective management for H&S in general terms:
How risk assessments are carried out Also the management of specific issues e.g. Arrangements for ensuring the safety of visitors |
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General statement of intent
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Overall approach to H&S management.
Aims in terms of performance. Commit to legal compliance In many cases, commitment will be to achieving higher standard than that set by law Will usually recognise managers & workers at all levels, have part to play in implementing policy & will state very clearly that everyone must comply with policy & breaches may be disciplinary offences Signed by person at top Dated to indicate when current statement was prepared & provide reference point for review |
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Statement of Intent Objectives
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May recognise some general objectives that have to be achieved by organisation:
Meeting legal obligations Provision of safe workplace Safe equipment Safe systems of work Information, instruction, training & supervision Risk assessment of all relevant workplace activities. Performance monitoring Provision of adequate resources such as expert H&S advice. Effective communication & consultation with workers |
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Statement of intent (targets)
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May also set targets
They allow for performance to be measured Provide goal for staff to aim for Help drive continual improvement |
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Statement of intent (possible targets)
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Accident rates:
To achieve reduction in accident or bad health rates Targets may be set in relation to: Past performance Other similar organisations Industry as whole (benchmarking) Active monitoring: To co Complete successfully number of active monitoring activities e.g. Successful completion of 90 percent of all supervisor inspections over a year |
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Policy (Organisation)
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Standard practice to show organisational chart with lines of responsibility & accountability (H&S management)
Also shows lines of communication & feedback routes in organisation. |
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Policy (arrangements)
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Carrying out RIsk Assessments.
Identifying & supplying H&S information, instruction & training. Compliance monitoring including auditing Accident & near miss reporting, recording & investigation. Consultation with workers on H&S matters. Developing safe systems of work & permit to work systems. Carrying out specialist risk assessments e.g. Hazardous Substances. Emergency procedures & first aid provision |
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Arrangements (specific risks & problems)
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Examples:
Lone working Housekeeping Noise exposure control Vibration exposure control Control of exposure to toxic materials Fire safety & prevention Control of contractors Control of transport risks |
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Reviewing Policy
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Should remain current & relevant (live document)
Good practice review e.g. annually Other circumstances: Changes to key personnel e.g. CEO/MD Change in management structure Management take over Changes in type of work firm does Recommended by safety audit Requested by 3rd party e.g. Insurance co or client Date of previous review recorded to indicate how current they are |
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Organising (key points)
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Directors/Senior Managers have duty to ensure organisation meets legal obligations.
Must demonstrate clear commitment to H&S by: Allocating adequate resources Defining roles & responsibilities Appointing a champion at board level Appointing competent advisers Reviewing performance at board level |
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INDG117 (plan)
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Provides guidance to directors & senior managers in organisations of all sizes
Highlights 4 key areas of action: Plan; By establishing H&S policy that is integral part of organisation's culture with board members taking active lead in promoting H&S throughout organisation |
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INDG117 (deliver)
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Deliver policy through effective management system that ensures risks are dealt with:
Sensibly Responsibly Proportionately This links to HSG65 |
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Leading Health and Safety at work
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INDG117
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INDG117
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Monitor
To provide board with reports of performance of their policy |
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INDG117 (Review)
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Review performance to allow board to establish whether the management system is effective in managing risks & protecting people
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Demonstrating Top Management Commitment (resources)
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Can demonstrate commitment through strategic thinking by:
Ensuring resources available so management system established, implemented, maintained |
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Demonstrated Top Management Commitment (roles & responsibilities)
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Defining roles & responsibilities so that line management responsibility & accountability for H&S is clear
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Demonstrating Top Management Commitment (appointing a member of top management)
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Appointing a member of top management with specific responsibility for H&S so that it is "championed" at board level.
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Demonstrating Top Management Commitment (competent persons)
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Appointing one or more competetent persons & adequate resources to provide assistance in meeting organisation's H&S obligations
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Demonstrating Top Management Commitment (reviewing)
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Reviewing performance at board level, perhaps annually
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Organising (safety culture defined)
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The wall all people in organisation think & feel about H&S & how this translates into behaviour
Can be defined as shared: Attitudes Values Beliefs Behaviours All relating to H&S |
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Organising (safety culture & H&S performance)
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Strong link safety culture & H&S performance
Strong positive culture = good performance Weak negative culture = poor performance |
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Organising (assessing a safety culture)
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Assessed by looking at indicators:
accidents Sickness rates Absenteeism Staff turnover Compliance with rules Worker complaints |
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Organising (peer groups)
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Workers influenced by peers
People around them at work who do not have any direct authority over them. Peer group pressure: Occurs indirectly by social interaction Can have a significant effect on behaviour Influence of peer group pressure is good indicator of safety culture. |
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Organisation (safety culture defined)
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Shared:
Attitudes Values Beliefs Behaviours All relating to H&S |
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Organisation The Correlation Between Culture and Performance
(positive culture) |
Majority workers think H&S important
Strong policy & clear leadership from top. As senior management have this attitude & it runs through the whole organisation. Everyone works safely because they want to. People who don't share view are in minority & are likely to come round to the group way of thinking because the culture is normally absorbed, or leave. |
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Organising Negative Safety Culture
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Majority don't think it's important
Lack of direction & leadership from senior management. They let other priorities dictate Workers behave unsafely, often because they don't know any better. Safety conscious workers in minority & likely to come round to group way of thinking & acting or leave because they dont feel safe. Low standards Behaviour poor Accidents may occur as result |
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Organising:
Indicators used to access culture |
Difficult to measure directly.
(it's how people think and feel, their attitudes, beliefs & priorities) Better to look at tangible outputs (indicators) |
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Organising:
Indicators Used to Access Culture (indicator types) |
Accidents:
e.g. Num accidents per 100,000 hrs worked Compare with previous years. + ~ for result = safety culture Benchmarking |
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Organising Safety Culture (benchmarking)
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An accident rate higher than national average may be seen as an indicator of negative safety culture
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Safety Culture (accident investigation)
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Positive culture = Time & effort investigation, detailed report & follow up action to prevent recurrence
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Safety Culture (indicators)
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Accidents
Sickness Rates Absenteeism Staff Turnover Compliance with safety rules Complaints about working conditions |
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Culture (complaints about working conditions)
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Positive = encouraged but few
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Human Factors Influencing Safety Related Behaviour (key points)
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The organisation
The job The individual |
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Safety Related Behaviour (organisational factors)
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Safety Culture
Policies & Procedures Commitment & Leadership Levels of Supervision Peer Group Pressure Consultation & Worker Involvement Communication Training Work Patterns |
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Safety Related Behaviour (job factors)
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Task
Workload Environment Display & Controls Procedures Environment Display & Controls |
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Safety Related Behaviour (individual factors)
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Attitude e.g. Towards a machine guard.
Competence (able to perform to acceptable standard & aware of limitations). Motivation (why they do what they do e.g. taking a short cut). Risk perception (the way a person interprets information given by senses). |
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Risk Perception (factors that distort a person's perception of hazards and risk).
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Bad health
Stress Fatigue Drugs & Alcohol Previous experiences Training & Education |
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Improving H&S Behaviour
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Clear Commitment by Management & Visible Leadership
Competent Staff Communication of Safety Behaviour (written, verbal or graphic) Notice Boards Toolbox talks etc Employers have a legal duty to consult with employees on H&S. Consultation subject to 2 sets regulations (unionised/non unionised). H&S Committee Training |
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Management visible commitment
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Behaving safely
Involvement in day to day H&S management e.g. Attending safety meetings. Taking part safety audits or tours. Promoting changes to improve H&S. Enforcing company H&S Rules |
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Management visible commitment
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Behaving safely
Involvement in day to day H&S management e.g. Attending safety meetings. Taking part safety audits or tours. Promoting changes to improve H&S. Enforcing company H&S Rules |
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Competent Person
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Sufficient training, knowledge and other abilities/skills to be able to carry out work safely & without risk to health.
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Competent Person & the Employer
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It's the employers responsibility to ensure workers are competent to carry out the tasks they have been allocated. The more competent the worker, the mote able they will be able to do the job safely.
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Competent Managers
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They should be competent.
Have understanding of the implications of the decisions they make on day to day basis. Don't have to be able to drive a forklift but be able to spot good/bad behaviour. |
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Communication Definition
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Process of delivering information from sender to recipient. To be truly effective the correct information has to be transmitted, received & understood.
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Verbal Communication Strengths
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Personal
Quick Direct Allows for checking of understanding. Allows feedback to be given. Allows for exchange of views. Additional information transmitted by tone of voice facial expression body language. |
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Verbal Communication Weaknesses
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Language Barrier
Jargon may not be understood Strong accent or dialect Background noise Poor hearing Message may be ambiguous Missed information Information forgotten No written record Poor transmission PA/Phone |
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Written Communication Strengths
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Permanent Record
Can be referred back to Can be written carefully to avoid use of jargon, abbreviations & ambiguity Distributed to wide audience cheaply |
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Written Communication Limitations
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Indirect
Time to write May contain jargon/abbreviations Can be impersonal Message may be ambiguous May not be read Language barrier Person may not be able to read No immediate feedback Questions cannot be asked Impaired vision |
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Graphic communication merits
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Eye Catching
Visual Quick to interpret No language barrier Jargon free Conveys message to wide audience |
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Graphic Communication Limitations
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Can only convey simple messages.
Expensive to buy or produce. May not be looked at. Symbols or pictograms mat be unknown to the recipient. No immediate feedback available. Questions cannor be asked. Recipient may have impaired visuion. |
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Broacasting Methods
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A mix of them is best
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Notice Board Content
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Eye catching & located in areas used by all workers.
Current, relevant & tidy. Safety Policy Employers Liability Insurance Emergency Procedures ID of safety reps ID first aiders Minutes of safety commitee meetings. Accident statistics etc |
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H&S Law Poster
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Legal Requirement
Health and Safety (Information for employees) Regulations 1989 Home workers provided with a leaflet instead. |
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Posters and Videos
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Used to provide safety information
Drawing attention to particular issues Supports safety culture |
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Advantages of posters
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Graphic so avoiding language barrier.
Can be eye catching & generate interest Low cost Can reinforce key messages |
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Disadvantages of Posters
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Can quickly become part of the surrondings.
May be defaced Can trivialise important issues Rely on recipient interpreting correct message from the image |
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Toolbox Talks
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Short, practical safety briefings.
Carried out routinely in the workplace. Often presented by supervisor at start of shift. Can be useful for generating awareness and discussion on safey precautions. Seen as dull or a wate of time if topics are irrelevant or poorly presented |
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Memos and emails
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written notifications used to provide specific information about a single issue e.g.
Updating procedures Drawing attention to lapses in practice etc No opportunity for feedback or questioning. Use limited to issuing clear & precise instructions or information. |
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Employee Handbooks
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Used to set out H&S Policy.
All employees should be given a copy upon joining. Updates on changes usually circulated. Key document. Site rules Reporting procedures Emergency arrangements Standard practice to issue to new emloyees & obtain reciept as proof of issue. |
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Co-operation & Consultation
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If dictated to, workers will feel little ownership.
May feel resentful towards instructions imposed from on high. May start to oppose safety initiatives & improvements. This creates a negative culture & negative behaviour. |
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Co-operation and Consultation (avoiding negativity)
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The most effective way to:
Actively encourage interest. Ownership. Is to involve workers in the decision making process. This is done through consultation process. |
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Consultation with Employees
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Legal Duty
Defined by 2 sets of regs: Safety Representatives and Safety Committee Regulations 1977 Health and Safety (Consultation with Employees) Regulations 1996 |
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Consulting Definition
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Two way exchange of information & opinion between employer & workers.
Best course of action can be agreed. This implies employer listens to concerns of workers & changes plans as necessary. |
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Consulting Definition
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Two way exchange of information & opinion between employer & workers.
Best course of action can be agreed. This implies employer listens to concerns of workers & changes plans as necessary. |
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Informing Definition
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Providing information to workers inform they can understand.
Then checking it has been understood. Information flow is one way Employer does not have to take any notice of feedback. |
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Informing Definition
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Providing information to workers inform they can understand.
Then checking it has been understood. Information flow is one way Employer does not have to take any notice of feedback. |
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Appropriate Consultation
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Does not have to consult on everything but appropriate would be:
Introduction of measures affecting the H&S of workers Appointment of safety advisors & specialists. H&S training plans. Introduction of new technology in the workplace that will affect H&S |
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Safety Reps Rights and Entitlements
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Carry out an inspection of the workplace (at least once every 3 months).
Examine the causes of accidents. Examine & copy records/documents relating to H&S Examine the causes of accidents. Receive information from HSE inspectors Investigate complaints about H&S Make representations to employer. Be consulted on H&S matters. Time off with pay to perform their functions. Time off with pay for appropriate training. Reasonable facilities to perform their functions |
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Rights of Reps Withheld
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Reps appeal to tribunal.
Decision of employer scrutinised. Safety reps are given protection from being discriminated against by other employment law They do not have civil or criminal liability for H&S standards in the workplace. |
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Rights of Reps Withheld
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Reps appeal to tribunal.
Decision of employer scrutinised. Safety reps are given protection from being discriminated against by other employment law They do not have civil or criminal liability for H&S standards in the workplace. |
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Representatives of Employee Safety
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Health and Safety (Consultation with Employees) Regulations 1996
Employer does not recognise Trade Union for bargaining purposes. Can choose to consult with employees directly or through elected reps. If he chooses reps, they are called: Representatives of Employee Safety (RoES |
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Rights of RoES
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Similar to Reps but:
Not entitled to carry out inspection of workplace. Not entitled to investigate causes of accidents. Can do so with employers permission but not legally entitled to do so |
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Safety Committee (Union)
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Safety Representatives and Safety Commitee Regulations 1977
Employer obliged to establish a safety committee when requested to do so by 2 or more reps in writing. Employer must comply within 3 months. |
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Safety Committee (non union)
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Health and Safety (Consultation with Employees) Regulations 1996
Employer not obliged to set up committee as union workplace does. But since employer is obliged to consult with RoES under these regs, it is the usual route. |
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Safety Committee Composition
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Agreed between employer & representatives.
Possible Members: Worker safety representatives. one or more operational managers with authority. Safety adviser Occupational health nurse or doctor. Facilities manager. Human resources manager. Training manager. |
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Policy Arrangements for Committee
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Following issues should be taken into account:
Who is on committee? How often will it meet? Chairperson? What authority? What discussed? How recorded? Follow up? |
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Who is on committee?
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Balance between managers & workers plus right managers
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How often will Committee meet?
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Should be regular enough to be useful e.g. monthly
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Chairperson of Committee?
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Need someone in charge so everyone can speak
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What authority Committee?
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Must be able to make decisions. Usually has 1 or more senior managers with executive authority
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What discussed on Committee?
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Usually published agenda
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How is Committee meeting recorded?
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Minutes usually go to notice boards
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Follow up of Committee meeting?
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Agreed action recorded in minutes with name of person responsible & deadline. Action plan reviewed at next meeting to check its been done.
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Policy Arrangements for Committee
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Following issues should be taken into account:
Who is on committee? How often will it meet? Chairperson? What authority? What discussed? How recorded? Follow up? |
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Who is on committee?
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Balance between managers & workers plus right managers
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How often will Committee meet?
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Should be regular enough to be useful e.g. monthly
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Chairperson of Committee?
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Need someone in charge so everyone can speak
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What authority Committee?
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Must be able to make decisions. Usually has 1 or more senior managers with executive authority
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What discussed on Committee?
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Usually published agenda
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How is Committee meeting recorded?
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Minutes usually go to notice boards
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Follow up of Committee meeting?
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Agreed action recorded in minutes with name of person responsible & deadline. Action plan reviewed at next meeting to check its been done.
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Functions of Safety Committee
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Studying accident & disease statistics.
Examining safety audit reports. Considering reports & information from HSE. Considering reports submitted by safety reps. Assisting in the development of policy & procedures. Monitoring the effectiveness of training. Monitoring the effectiveness of safety communications. |
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Training
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In the context of H&S:
Planned Formal process Of acquiring & practicing knowledge & skills in a relatively safe environment. |
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Effect of Training
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Central to Management of H&S
Employers have responsibility to train staff to carry out jobs in safe manner. Key component of competence. Absence of training = difficult to develop or demonstrate competence. Statute law in many countries requires employer provides appropriate training for workers. |
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The Effect of Training
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Central to the management of H&S
Employers have a responsiblity to train so workers carry out jobs safely. |
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Requirement of Training
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Has dramatic effect on safely related behaviour.
Without it workers try to work to best of ability but do so either copying others or by how they think best. |
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After training the worker will understand what?
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Hazards & risks inherent in their work.
Correct rules & precautions to apply. Foreseeable emergencies & actions to take. Limitations & restrictions that apply to their work. |
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Training opportunities
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Various circumstances require provision:
New employees induction; Firms H&S policy Fire & other emergency procedures First aid facilities & personnel Location of welfare facilities Safe movement Accident & incident reporting procedures. Worker consultation arrangements General safety rules e.g. No smoking areas. PPE Requirements Intro to safe systems of work & permit systems. Intro to risk assessment system. |
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Training (job change)
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Additional training e.g.
Health care worker changing from being hospital based to going to people's homes. Needs training in lone working. |
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Training (procees change)
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When way work is done changes, new hazards & risks.
e.g. new product on existing piece of machinery.. May need training on new operating procedure. |
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Training (new technology)
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New hazards/risks workers may be unfamiliar with
e.g. introduction of computer screens. Training on hazards associated with DSE & correct layout & use of workstation now standard practice in mant workplaces. |
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Training (new legislation)
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Changes to law governing a particular H&S issue often creates need to train workers on implications of new legislation.
Perhaps because working practices have to change. Perhaps to ensure understanding of law & its requirements. |
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Emergency Procedures (incidents)
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Fire
Bomb Threat Chemical Spill Release of Toxic Gas Outbreak of Disease Severe Weather or Flooding Multiple Casualty Accident These will vary depending on e.g. type of organisation & location. |
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Emergency Procedures (importance)
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Despite controls introduced, things can still go wrong.
Accidents & incidents do happen. When they do, It is critical that firm has emergency procedures that can be brought into effect without delay. Otherwise there may be a poor or inapropriate response that makes things worse rather than better. |
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(EI)
Emergency Response (arrangements) |
Included are:
Procedures to be Followed Provision of Suitable Equipment Nomination of Responsible Staff Provision of Training & information Drills & exercises Contacting emergency services |
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Emergency Response (procedures to be followed)
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Fire = exit using signed escape routes & assemble at designated place.
Bomb = opposite Go to room inside away from windows & external walls. |
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Emergency Procedures (Provision of suitable equipment)
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Chemical spill:
Absorbant granuals or booms. PPE Toxic Gas: RPE |
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Emergency Procedures (nomination of responsible staff)
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Fire:
Fire Wardens or Marshals to check everyone is aware of evacuation. Fire Team: Check area where fire is suspected to be. |
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Emergency Procedures (provision of training & information)
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So workers know what do do should event occur.
Nominated individuals will require additional training on their roles & safe handling of equipment e.g. PPE. Members of public may require info on emergency procedures that may be given by notices or public address system |
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Emergency Procedures (drills and exercises)
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Should be practiced so people are familiar with actions they may be required to take.
Responses then become automatic. Examples: Fire Evacuation Multiple Casualty Exercises |
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Arrangements for Contacting Emergency Services
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There should be appropriate arrangements in place:
Communication Equipment. Contact details. Responsible Individuals. |
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Arrangements for Contacting Emergency Services (communication equipment)
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Land-line
Mobile Phones Satellite Phones VHF Radio More remote location = more difficult. |
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Arrangements for Contacting Emergency Services (contact details)
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Local/national emergency service numbers
May also involve international medical evacuation as well |
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Arrangements for Contacting Emergency Services (responsible individuals)
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Responsible individuals with necessary information & knowledge nominated to make call.
In many cases, emergency services can provide more effective response if given critical information quickly. |
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First Aid (key information)
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Employer must make appropriate first-aid provision
Includes: First-aid facilities & equipment Appropriately trained personnel Must inform employees of these arrangements Employer will have to undertake assessment which should consider various factors: Hazards/risks inherent in work Number of workers Work Patterns Geographic Location Spread of Workplace |
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First-aid (purpose)
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The three p's
Preserve Life Prevent Deterioration Promote Recovery Also concerns the treatment of minor injuries that do not require professional treatment |
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(EI)
First-aid Requirements |
Health and Safety (First-Aid) Regulations 1981
Provision = three elements: Facilities Equipment Personnel Employer must notify staff of these arrangements & in particular the identity of trained first-aid personnel. |
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First-aid Facilities
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Minimum = room that can be converted into treatment area.
Larger workplace = dedicated treatment room. |
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First-aid Treatment Room
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Centrally located in an area that can be accessed by emergency services.
Clean Adequately Ventilated Adequately Heated Adequately Lit Hand wash facilities Chair Clinical Waste Bin |
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First-aid Equipment (small, low risk workplace)
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Minimum = Fully stocked first-aid kit
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First-aid Equipment (large, high risk workplace)
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Multiple first-aid kits at various locations.
Eye-wash Stations Emergency Showers Blankets Splints Resusitation Equipment Stretchers Wheelchairs Other equipment as required |
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Contents of First-aid Kit
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Covered by ACoP & guidance to regulations
Small travelling kits can be provided for drivers & lone workers. |
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First-Aiders and Appointed Persons
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Minimum Provision = person able to take charge & call emergency services.
(May need to be trained in basic emergency aid & how to contact services. Most workplaces, Should be trained to higher standard so considered "first-aiders" The number depends on various factors. |
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First-Aiders Training
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Normally be to standard HSE first-aid at work course syllabus.
HSE approved training centre. Certain cases, additional training on specific matters relating to workplace might be provided Refresher training is mandatory for first-aiders as skills fade over time through lack of practice. (required after 3 years from initial certification) |
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First-Aid Coverage
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Employer should undertake assessment in order to determine what facilities, equipment & trained personnel to provide.
Should be adequate cover on all shifts (weekend, morning, afternoon, nights adequately provided for). |
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Factors to Consider When Deciding First-Aid Provision
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General risk level of the workplace.
Hazards Accident history Presence of vunerable persons Number of workers Work patterns & shift systems Geographical location Spread of workplace If remote location, must be much more self reliant. |
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(EI)
Purpose and Importance of a Health and Safety Policy |
Important document
Sets out organisations H&S aims Who is responsible for achieving aims How aims to be achieved Has role in decision making of: Senior management who formulate it Middle & junior management who implement it Legal requirement HSWA 2(3) where five or more employees |
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(EI)
Key features of Health and Safety Policy |
Presented in 3 parts
SOI outlines importance that firm places on H&S. Commitment to be expected. Sets aims & objectives. Signed by person in overall control. Organisation section: Highlights roles & responsibilities at all levels. Lines of responsibility & accountability. Arrangements: How firm manages H&S General arrangements relating to H&S management. Specific arrangements relating to individual H&S topics & issues. Reviewed to stay current/relevant |
