5 Steps Towards Developing Effective Safety Procedures at Work
Wednesday, 27 March 2024
For U.K. based companies, establishing best practice for health and safety in the workplace is an important initiative, and arguably as important as managing the business finances. Poor working practice is not only a drain upon efficiency but also a hidden drain on your costs. According to self-reports submitted to the Health and Safety Executive (HSE), more than 561,000 U.K. workers sustained non-fatal injuries while at work from 2022-23. The main causes of these injuries? Preventable workplace accidents. For the most part, they occurred while handling or carrying items (20%), falling or tripping (19%) or coming into contact with another object (10%). Today, we’re talking about how companies can get on the right track toward establishing a safer and more secure workplace. By making safety procedures known at the onset, employers can help ensure their teams are as protected as possible. Ready to learn more? Let’s get started! 1. Identify Notable Hazards While establishing safety procedures is a must, it’s often easier said than done. There are many operations occurring at the same time, across departments. As such, it can be difficult to pinpoint exactly where an accident might occur. To this end, it can be helpful to isolate major tasks and examine them via a Job Hazard Analysis. Also known as a Job Safety Analysis, this process includes reviewing each task for areas subject to safety concerns. Often, an employee will perform every step of the task from beginning to completion, while a reviewer will take notes. Priority should be given to those tasks that carry the highest risk of injury or illness. The goal of this analysis is to isolate specific areas where jobs could place workers in peril. Then, companies can create safety procedures that seek to address and mitigate them. To ensure that no issue is missed, many companies find it helpful to hire an external consultancy to perform a safety audit for this step. This professional service can prove invaluable in identifying and prioritising safety concerns and breach of legal compliance, the consequences of which can be very expensive. A safety audit will provide you with a road allocate your valuable resources (time, trouble and money) to the areas where it is most needed to protect your business and your people. 2. Collect Relevant Safety Data After you’ve identified which areas in your workplace are the most hazardous, the next step is to determine exactly how to improve them. Having solid preventative strategies in place is vital. This helps workers understand how to perform each task. Your specific strategies will differ depending on your various tasks and your environment. Yet, there are a few key insights that almost every company will need to search for. These include: The cause behind the hazard itself. What is making this step particularly dangerous? Legal requirements and industry / HSE guidance. Are there any regulatory measures that will determine how this task should be performed? Workplace environment. Are there any in-house operations currently in place that will affect our teams’ ability to successfully –and safely — perform this task? The answers to some of these questions will come from an internal analysis of your company itself. You may also find guidance by browsing the regulatory data provided by the HSE. Yet, many seek the support of an outside resource, such as a safety advisor. This service can help them more clearly and thoroughly assess the safety situations at hand. 3. Record the Safety Procedures You’ve identified where your workplace needs safety guidance, and have researched what that should be. Now, you’ll be ready to start the process of recording your company’s safety procedures. During this step, it’s critical to include your employees. Doing so will open your safety team up to new perspectives, allowing them to understand if the policy is workable and to what extent. The workers will be the ones responsible for implementing the procedures. So, it’s essential to get their feedback and opinions and to factor them into the program itself. Once all teams have met and offered their comments, the safety procedures can be drafted up. Individual plans will undoubtedly vary. Yet, each procedure should include the following information in some capacity: The reason behind the procedure Any legal standards or regulatory compliance measures to be met by the procedure Specific steps that should be followed to meet the safety objectives User-specific roles and duties, if applicable Actions to be taken if the safety procedures are not followed to their full extent Your safety team, supervisors, consultancy, or other similar committees should review the procedures. Then, they can distribute the documentation to your teams. 4. Put the Procedures into Practice Safety procedures can be used to serve myriad purposes within your workplace. They can be distributed to new employees as part of orientation training. They can be published and bound into a manual to be kept in a public area as a reference for all employees across departments. They can also serve as a written record to be examined in the event of a safety investigation. The method through which your company opts to distribute the data to your teams will be determined by your executive team. Some companies opt to laminate posters that cover the highlights of the procedures and post them in a public area, such as the company kitchen. Others choose to create pocket cards that employees can carry with them, both in the field and in the office. For especially complex or difficult-to-understand processes, or where you have a cosmopolitan workforce, it can be helpful to include graphics. These are commonly flow charts or pictures, used to help employees better visualise the procedure itself. These charts can fit into the written procedure itself or can be enlarged. If they’re enlarged, it’s common to post them in an area where the process is relevant, such as in a warehouse. Any written procedures should be short and concise. Why? Because they are more likely to be read, used and remembered. 5. Analyse the Effectiveness of the Procedures The final step in developing effective
- Published in Health and Safety, PHSC blog
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Neurodiversity – A H&S Issue?
Tuesday, 16 January 2024
Neurodiversity – A Health and Safety Issue? By Nicola Coote How do you manage neurodiversity in the workplace? Do you know if / how many of your workforce have a neurodiverse condition? New research has identified that one in four people working in the construction industry identify as neurodivergent (National Federation of Builders, 2023), and stated that 1 in 7 (15%) of the workforce were neurodivergent. 40% of those said they had not told their employer. According to the Institution of Occupational Safety & Health (IOSH), two-thirds of neurodiverse employees do not report their condition to their employer What is Neurodiversity? Neurodiversity covers a broad spectrum of neurological conditions, such as autism, attention deficit hyperactivity disorder (ADHD), dyslexia, dyspraxia, dyscalculia and Tourette’s. Whilst it is seen by some as a “disability”, it can actually be viewed as a “super power” as it enables the brain to work differently, think outside the box or have higher than average attention to detail. Awareness and diagnosis is increasing. Employers who did not consider this previously will need to think about their processes and how they can support all staff. This includes those whose brains work slightly differently to those who are neuro-typical. This is essential to ensure the health, safety and welfare of those with potential or diagnosed neurodiverse conditions What Legislation Applies to Neurodiversity? The general duty to ensure the health, safety and welfare of employees (Health & Safety at Work Act 1974) applies to neurodiverseity. There is also the Equality Act 2010 to consider. Many neurodiverse conditions come within the remit of this legislation, and the employer must make reasonable adjustments to the workplace or work procedures/arrangements. What Should an Employer Provide? Employers need to develop an open culture, starting at advertisement and recruitment. This links nicely to a disability friendly policy so anyone thinking of applying for work is reassured they will not be disadvantaged if they are (or suspect) they are neurodiverse. A disability friendly culture expands to include induction / onboarding. Anyone who has divulged a neurodiverse condition must have their needs considered during this process, and when setting up their work initially. A Neurodiverse Policy describes to all stakeholders how: Someone can report or announce their condition; What to expect when it is reported; And what types of reasonable adjustment may be considered; Additional support and welfare available. Responsibilities of key individuals, eg HR, Health & Safety, Premises management (if alterations to furniture and space etc are needed). https://www.phsc.co.uk/wp-content/uploads/2024/01/Add-a-heading.mp4 Staff and managers need to receive information and training. Examples of training course content include: What is neurodiversity? How it affects people those who are neurodiverse; The strengths and abilities of neurodiverse people (their super powers); Difficulties that neurodiverse people experience; How to respond to a neurodiverse colleague (hints, tips and support); Company policy and arrangements for neurodiversity; Help and support available to managers who have a neurodiverse employee. Training and improved understanding helps teams to work better together and to work to each others strengths. It will help develop a win: win outcome where everyone can work together effectively and with minimum detrimental effect on mental wellbeing. What Should Neurodiversity Training Include? The content will depend upon the learners and their needs, eg if they are managers, directors wanting to know about strategies for leading a neurodiverse culture, managers, or colleagues working with people who may be neurodiverse. Typical topics to include may include: What is neurodiversity Types of neurodiverse conditions and how these affect people Advantages / super-powers of some neurodiverse conditions (eg high levels of focus) Adjustments in the workplace to help those with neurodiverse conditions Organisational policy and procedures including disclosing neurodiversity, workplace assessment and ongoing support Neurodiverse Workplace Assessment Any colleague reporting a neurodivergent condition should be offered a specialist health and safety workplace assessment. This is person-centred and considers the specific challenges and needs of the individual. It includes tasks they complete, environment and organisational arrangements in place. Examples of reasonable adjustments include: Working in a quieter part of the building (or even their own room) Working at home more than would normally be deemed acceptable. Colour coding equipment for identification Breaking down a job into smaller sequences Using simpler or more direct language Neurodiverse Workplace Assessment There are many specialists in neurodiversity to assist in workplace assessment. Where the specialist is also an experienced health and safety practitioner there is often an advantage because they understand the workplace requirements as well as how environment can affect neurodiversity. PHSC have completed many such assessments covering a wide range of occupational health workplace assessments, including for neurodiverse employees. If you would like to know more, please click here or call 01622 717700. Who is Nicola Coote? Nicola Coote is the Deputy CEO of PHSC plc, with over 30 years of experience in health, safety, and quality management. She is a Chartered Safety Practitioner and Fellow of IOSH, and she also serves as a Non-Executive Director at the Thera Trust, a charity supporting adults with learning difficulties. As a mother to a neurodivergent child, Nicola is passionate about neurodiversity and integrates her knowledge into her work. She regularly acts as an expert witness in civil and criminal cases, contributing to health and safety publications.
- Published in Health and Safety, PHSC blog
Employer’s Guide: Health & Safety Enforcement
Tuesday, 15 March 2022
It is a busy day at work when a health and safety inspector arrives at reception and wishes to carry out an inspection. What should you do? And perhaps more importantly, what should you not do when a Health & Safety Enforcement Officer appears at your workplace? Who Enforces Health & Safety Law? Health and safety law is enforced by: HSE Inspectors Local Authority Health and Safety Inspectors Environmental Health Officers Each of these official personnel have powers of enforcement in specific business sectors, although some have cross-warranted authority. This means they may visit and enforce in an industry sector that is not normally within their scope. Regardless of the legislation/business sector they enforce, each of these health and safety inspectors have the same power. What Power Does a Health and Safety Enforcement Officer have? Health and Safety Enforcement Officers have an extensive range of power under Section 20 of Health & Safety at Work etc. Act 1974. This includes: Inspecting a workplace at any reasonable time. Unlike the police, they do not need to have an entry warrant to visit your premises. All they need to do is show you their identification – they can even bring a police officer with them to assist in gaining entry if they feel they may be obstructed or their safety compromised. Giving advice. The term “advice” is used loosely as they will advise you in what must be done but not how it should be done. Reviewing documents such as your risk assessments, COSHH assessments, safety procedures, safety policy, and health and safety training records. Taking samples (e.g. of dusts, chemicals). If they do this, it is advisable to take your own representative sample for reference purposes. Detaining items in situ for examination or taking them away (e.g. CCTV images). Speaking to employees or taking statements from them. Taking copies of documents. Investigating accidents and incidents as well as investigating complaints received from an employee, contractor, or even someone who lives in the neighbourhood. How are Health and Safety Laws Enforced? When an HSE inspector identifies a breach in legislation, they will issue you with any one of the following notices. These actions are not withstanding other action, including prosecution. Fee for Intervention: This is issued when the HSE inspector finds a material breach of legislation (EHOs currently don’t charge for Intervention although this may change in the future). A material breach is where you have not fully met a legal requirement (but is not too serious at this stage). The Inspector will charge an hourly rate (which generally increases every year) for their time to intervene, and when the matter is dealt with it is closed. It is a non-disclosable matter which means that you do not have to declare this during tender applications, insurance discussions or liaison with other stakeholders. Improvement Notice: This is a legal document and becomes a public record (i.e. it is posted on the HSE’s website after 21 days and can be seen by anyone). You may continue your activities whilst addressing the remedial action, but you must address it satisfactorily within the timeframe or risk facing further action (unless you appeal against it). Prohibition Notice: This is issued when the inspector believes there is risk of serious personal injury. These notices are serious, and the activity/area or equipment on which the notice is served cannot continue until remedial action is taken. Even if you disagree and appeal (to an Employment Tribunal), you cannot continue using the prohibited equipment or activity pending the appeal. A Prohibition Notice is also a public record and is posted on the HSE’s website after 21 days. When Can a Health and Safety Inspector Visit? The most common circumstances which are likely to trigger a health and safety inspection include: If there has been a RIDDOR notification made. In this instance, inspectors may contact you first to requesting information that will help them decide whether to investigate. When a concern has been raised by an individual (e.g. employee, visitor, or member of the public). Inspectors don’t have to tell you who has made the complaint, simply that there has been one. When the enforcement body is targeting a specific business sector or work activity (e.g. work at height, workplace transport, manual handling). What Do Health and Safety Inspectors Look For? Sometimes the Inspector will simply want a general inspection of your premises. Much will depend on the reason for their visit in the first place. If, for example, it is following a serious injury report they will concentrate on the area, process, and equipment where the incident occurred. Depending on what they find, they may then expand their inspection. Likewise, if the enforcing authority is targeting a particular process or activity they will start in the location where this occurs. Typical things a health and safety inspector look for includes: Standards of housekeeping. Clearly defined walkways (particularly where vehicles and pedestrians circulate). Correct and suitable machine guarding. Suitable use of personal protective equipment. Safe working behaviours. Suitable arrangements for workplace welfare and hygiene (rest rooms, locker, or other storage provision, washing and toilet facilities etc. Management of high-risk activities such as work at height, manual handling. Whether the organisation has access to competent health and safety advice. How to Respond if an Inspector Calls Do: Cooperate with the inspector at all times. Always be courteous and polite, offer them refreshment and reasonable facilities. Be honest and open with them. Inspectors will respect that. The more obstructive or unhelpful you are will only add more time to their enquiries; they won’t go away. The inspector should explain what part of the business /activities they wish to see. Do Not: Obstruct them. This is a criminal offence and will make matters worse. Make their life difficult. They are human beings just like you and will appreciate the process going as smoothly as possible, even if it is not particularly comfortable for you. Argue with them.
- Published in Health and Safety, PHSC blog
COVID-19 Return to Work Toolkit
Friday, 26 June 2020
This guidance provides you with information and links to help you and provides a COVID-19 Return to Work Toolkit as you work through the key stages of your assessment, deciding controls and monitoring your safety measures. The relaxing of distancing to 1 metre (if using risk mitigation) is good news, provided that sensible and proportionate safety measures are put into place to support the reduction. There are many simple measures that are easier to introduce than screening off work areas with Perspex and other materials, and which are quick, easier and cheaper to implement. This COVID-19 Return to Work Toolkit provides you with key information and links to sensible and proportionate controls you can consider. Your strategy Do you want / need all your staff to return to work immediately, or can you do this more leisurely, perhaps reintroducing people back in phases / teams or those who want or need to return? This is a key question as it will make a big difference on the measures you need to implement and the associated costs, time and trouble involved. When we complete assessments for our clients we need to know approximately how many people will be returning, whether people will return in phases or particular teams and the timeframe. This then helps to identify measures to meet your objectives that are proportionate and minimises costs. If you do require everyone to return immediately, then additional (and more expensive measures) may be needed. You should consult with your employees to get their buy-in and support, and consider their feedback whilst making your strategic plans. Plan Your Assessment It’s not just the distance that people work from each other that you need to consider. There are many other considerations to take into account. Use this guide to plan your assessment Download – COV-19 Assessment Planning Questionnaire. If you work in shared premises with other tenants you will also need to liaise with the landlord to ascertain their measures for access control and safety in the common areas. Completing Your Assessment The law requires that a risk assessment is completed prior to your staff returning to work. The key findings from this assessment should be displayed on your website – this is not a legal requirement in itself but is good practice and provides all your customers/suppliers/ visitors and employees that you have taken their health, safety and welfare seriously. It is important that any controls you put into place are practical, simple to understand and easy to do. Complex systems may give managers reassurance but are often not followed – remember – unless a rule is quick and easy to follow it is likely to be broken. One- way systems are effective for getting into and out of a building, but often less so when circulating around the workplace. Your risk assessment is essential in reassuring everyone that it is safe to return to work and to do business with you again so it is important it is done properly and thoroughly. PHSC can complete these for you, or we can visit and validate/provide feedback on your own assessment. Our consultants are Chartered Safety Practitioners and are on the HSE’s Occupational Health and Safety Consultants Register. Having an assessment completed by someone of this level of competence helps to provide validation to the risk assessment and reassures your workers, suppliers and customers that you have taken this seriously. To download a COVID-19 risk assessment template click here. This is an essential part of a COVID-19 Return to Work Toolkit, as is training of your staff in the measures you have taken. We are also running a series of virtual classroom training on how to complete a Coronavirus Risk Assessment, during which you will have the opportunity to speak directly with an expert to clarify and ask questions. https://www.phsc.co.uk/training/virtual-courses/ Training and Information When your staff return, they will need information (and maybe some training) in the measures you have put into place and why they are relevant. You will also need to constantly monitor whether your measures are being followed and to deal with those who are not cooperating – remember that much of what we do is done on automatic pilot so it might take a little while for your people to get into new ways of working. We are providing briefings / training sessions remotely via Zoom and Teams so your employees can hear from the Experts, ask questions and build reassurance and effectively “rubber stamp” your measures. Click here to request further information or call 01622 717700. We will also visit to provide classroom training provided there is sufficient space to enable safe distancing. Your Employees’ Health If you have employees who have been self-isolating or have previously tested positive/suffered from COVID-19 you should complete a Fit to Work assessment prior to allowing them to return. This is to ensure their own health as well as the health of others who will be working with them. Use this questionnaire at a guide: Download – Fit to work questionnaire Temperature Checks A number of organisations are arranging for people coming into their workplace to have their temperature checked upon arrival. If an individual records 37.8°C or higher then they will be deemed to have a temperature and should be sent home to self-isolate and maybe seek a Coronavirus test. Our sister company (B2BSG) has a number of products to suit different organisations, depending on your size . Click here for further information Whilst this is not a preventive measure in itself and does not prove that someone is COVID-19 free, it does confirm that they are not displaying symptoms at the time they come into your workplace and helps to reassure everyone else. It is likely that several employees will be anxious about returning to work, and using temperature checking as part of your Covid-19 Return to Work Toolkit will help reassure them that you are proactively monitoring everyone’s continuing health. This approach is being used in several workplaces, including
- Published in Covid-19, Health and Safety
COVID-19 Assessment Planning Questionnaire
Tuesday, 26 May 2020
Although we are two years into the pandemic, we continue to see constantly changing government guidance. Our working practices have become adapted to new ways of working but are still subject to change as the pandemic develops. Omicron has forced many people to work at home again, after slowly returning to their workplace. Deltacron is now spreading and the effects of this are currently uncertain. The challenge now is to frequently review and to ensure you plans to return to work or change your working patterns are dynamic. COVID Planning therefore needs to be a fluid discipline which addresses the needs of your teams as well as your business. The mental and emotional strain on workers due to the constant change and uncertainty needs to be included in your risk assessment and planning process. How do you reassure staff that your workplace is COVID-Secure ? The key is to ensure thorough planning and assessment. You then need to share these plans and your safety controls with your teams, and let them know what specialist input you have received to ensure the best advice. . Staff will be more open to returning to work if they feel secure – ie COVID secure – knowing that you have followed government and specialist guidance when assessing the risks. Having completed dozens of COVID-19 risk assessments in a wide range of environments, we are ideally placed to support you. Once your standard COVID controls are established these can be easily modified as the pandemic develops and changes. Common infection control and distancing measures will be enough for many workplaces, and are likely to remain a stable part of organisational safety management. To help you plan or review your assessment, we have shared some of the common questions you need to consider before even thinking about practical measures such as social distancing. We have also produced a complimentary COVID-19 assessment planning questionnaire that you can download. Is a COVID-19 risk assessment a legal requirement? The law requires you to complete risk assessments and to record the significant findings. Therefore there is an implied legal requirement to do a COVID-19 assessment. The assessment helps you to look ahead to decide where the risks of infection may occur/ could be spread so you can plan to eliminate or mitigate the risk. Do I have to tell staff that a COVID-19 risk assessment has been completed or updated? To meet good practice and HSE guidance, any risk assessment must involve the end user, ie the staff. There is significant benefit in this as you can gain a better understanding of employees’ barriers to returning and then address them during your planning of precautions. This is the most effective way, together with ensuring you have access to specialist and professional advice, to reassure your staff. Communicating the key measures that have been taken to facilitate a safe return to work is essential if you want to effectively engage your teams and provide the reassurance they need. Many measures will remain a constant feature, but you should still update your teams frequently to remind them they are need and why they are there. We are only bringing back a small percentage of people back initially – do we still need to do a COVID-19 assessment? The short answer is yes! The reality is that the assessment should be easier to complete as maintaining distancing when there is a small proportion of people in the premises will be easier to achieve and maintain. You still need to ensure your premises are safe though, and for staff to know what procedures apply. You may find our free download Assessment Planning questionnaire below will be helpful in steering you through the initial stages. We have had some staff who were COVID-19 positive or self-isolated with symptoms. Can they return? If they have been self-isolating and not obtained a GP’s Fit To Work assessment an assessment should still be completed to ensure they are not likely to expose other workers to infection. You should also refer to the Government guidelines for isolation of individuals who have either shown symptoms or are living with a household member who has had symptoms. You may also wish to download our complimentary occupational health assessment to help you verify whether they are safe to return. Can employees who are on the vulnerable list from the Government return to work? All measures should be taken to ensure these employees can continue to work from home or remain on furlough until the pandemic has receded further. They should not be in your initial stages of a return to work planning strategy. This list has been updated since the pandemic started. See here for details. Who is competent to complete a COVID-19 risk assessment? The HSE defines a competent person as someone (or a group of people) who has a combination of: technical health and safety knowledge experience and knowledge of the work, processes or type of environment knowledge and understanding of the risk assessment process communication skills ability to recognise their own limitations. Usually a team approach is the most effective way to do the assessment. Often this is achieved by a specialist (such as a health and safety practitioner within your organisation) liaising with other key managers and senior managers to determine the company’s strategy for opening up the workplace (ie production planning, upscaling, prioritising teams to return first etc) as well as HR personnel to determine those who should remain at home, and premises/estates personnel to provide input on the practicalities of social distancing. If you do not have internal health and safety specialist advice you may wish to obtain the help of an external specialist. Indeed, the input of such a specialist who has already completed these types of assessment can help you save a lot of time and trouble as they will already have dealt with similar situations. And we have completed dozens in all industries, from bus drivers, warehousing, offices, colleges to name
- Published in Covid-19, Health and Safety
Coronavirus Fit To Work Assessment
Tuesday, 14 April 2020
This article has been prepared to help you complete a Coronavirus Fit To Work assessment of an employee who wants to return to work after displaying symptoms of COVID-19, or is in the vulnerable category of workers. We have been very busy over recent weeks supporting our clients in managing their health, safety and welfare queries during the pandemic. And whilst the UK now seems to have passed the peak of infection we are already being asked about health and safety risks of staff recovering from COVID-19 related symptoms, have been self-isolating or have been on the “vulnerable” list as defined by NHS but want to be deemed Fit For Work. This is very positive to hear, and the following key questions and answers seek to help you in achieving an effective fit to work strategy so your employees who have suffered symptoms from this disease can return safely and without causing concern to colleagues about the risk of becoming infected. We have also produced on a separate blog a complete COVID-19 Toolkit including a free risk assessment template. What is a Coronavirus Fit to Work Assessment? The main purpose of a Coronavirus Fit to Work Assessment prior to someone returning to work after a period of absence, including Coronavirus, is to ensure they can complete their tasks effectively and without risk to their own or other people’s health and safety. The objective is not to exclude the person from returning to work, or to penalise them in any way, but to ensure that any reasonable adjustments needed to facilitate a smooth and effective rehabilitation programme can be put in place. Is a Fit To Work Assessment a Legal requirement? There is no legal requirement for an employer to complete a fit for work assessment. However, completion of a health assessment prior to anyone returning from significant sickness, including Coronavirus, is good practice and often aids a more effective rehabilitation back to normal work. This is good business for you as you retain skilled and experienced personnel, and is often valued by the employee who feels supported (when this is done well) in returning back to work after a period of inactivity. When Should a Fit to Work Assessment be Completed? This should be completed when the employee advises you that they are recovered and able to start their work duties. Depending on the seriousness of their condition (in this case an infectious virus) it is advisable to request a Fit for Work certificate from the individual’s GP to confirm they are no longer infectious. This applies whether they will work from home or back in the workplace. If they have been self-isolating and not been to the doctor a Fit To Work assessment should still be completed to ensure they are not likely to expose other workers to infection. You should also refer to the Government guidelines for isolation of individuals who have either shown symptoms or are living with a household member who has had symptoms. Who Can Complete a Fit to Work Assessment? The competences required to complete a Coronavirus Fit to Work will vary according to the type of condition that the absent employee has reported. Regarding symptoms of Coronavirus, this can be completed by an experienced occupational safety and health professional or occupational health specialist. A medical practitioner will be able to confirm the person’s health status, but not how this relates to their occupation, their proximity to others, the tasks and activities they complete and whether they need to be working with vulnerable persons or food. It can also be completed by an experienced manager with knowledge of the symptoms of Covid-19 provided they have access to specialist guidance and support to validate their assessment. What are the Outputs / Results of a Fit to Work Assessment? The objective is to consider the extent to which the Coronavirus symptoms have affected the general health, fitness and welfare of the individual and how this may impact upon the work to which they intend to complete. For example, someone who no longer has the symptoms may still feel weak as any flu-like virus can be debilitating and take several weeks to return to full strength. For someone working in manufacturing/warehouse type environment this will need to be considered so that reasonable adjustments to their hours of work, or work activities, can be agreed. Someone may have completed their period of isolation but may still be experiencing symptoms such as the persistent cough or sore throat, which are key symptoms of Covid-19. Depending on their proximity to work with others, or proximity to food preparation/manufacture, this is another factor to take into account. How to Assess a Worker returning to work from Coronavirus Use of an occupational health Fit to Work Assessment questionnaire is one method to use as the baseline. This guides you through the key questions you should be considering. You then take this information and compare it to the type of tasks and environment in which the employee is due to return to work. It is important to discuss how the individual is feeling and how they have been affected (physically, mentally and emotionally) and to identify if any reasonable adjustments need to be made to their work or work environment. . You also need to confirm they are no longer displaying symptoms that could increase spread. Liaison with others (especially if returning to the workplace) is essential to provide sufficient social distancing without making the individual feel isolated. Results of Assessment – return to work or not? The results of the assessment need to be shared with the individual and the individual’s direct line manager so any adjustments that are needed can be actioned and monitored. If you are uncertain then you should not allow that person to return to work, unless they are in a work area where they can continue to operate in an isolated way (eg working at home) and are physically strong/well enough to do so. If you
- Published in Covid-19, Health and Safety
Workplace Safety During Coronavirus [Case Study]
Friday, 27 March 2020
The Challenge Plamil Foods Ltd have been manufacturing award winning Vegan food products since the 1960’s, building their reputation and brand on the quality of their products and their ethics. In addition to its own brand, much of what this company manufactures becomes a key ingredient for other food processors, which makes it essential that this company can continue production during the Covid-19 pandemic to help keep shelves stocked. Despite maintaining the highest standards of health and hygiene as would be expected in a quality food manufacturing plant, staff remained concerned about their health during the Coronavirus pandemic. Clearly they could not work from home, so how could they be reassured that their exposure to Coronavirus was kept to the absolute minimum and to a point that it was safe to work? So Plamil approached PHSC to undertake a workplace assessment. What We Did PHSC visited and walked around each area identifying work arrangements such as how many people worked in each area and the space available to maintain two metres distance; the access and egress routes available; the hygiene arrangements; welfare facilities and where contractors (delivery drivers etc) circulated when on site. Time was spent with the warehouse team providing informal training so they could understand: how the virus was spread, how people could catch it, how measures such as personal hygiene and social distancing are effective in avoiding the risk of infection. This included guidance on some false protective measures such as wearing gloves constantly (they only help when they are changed/washed as methodically as hand-washing) and adopting more effective alternatives such as placing a tissue around their hand when touching a door handle, using their arm/elbow to open a door, or even to pull their sleeve over their hand if they needed to grasp something quickly. This way at least their hands remained separated from an object that could be contaminated, and supplementing this with frequent hand-washing or use of sanitiser which was available in every area of the company’s premises. Simple quick and easy measures were recommended to ensure that enhanced safety protocols could always be followed. These included: Marking a line on the floor in production for workers to queue behind and a marked defined walkway for them to follow so each operative could maintain sufficient distance whilst changing their overclothes and signing in rather than crowding in the same area whilst clocking in and out. Displaying signs at the door of each area about the maximum number of people allowed to be in each space simultaneously. Stopping hot desking / sharing of workstations in the reception area and main office, and ensuring there was sufficient space between office staff. As some office staff were able to complete their work from home this assisted in creating greater and safer space for those essential to site functions. Sanitising the locker handles and padlocks daily (although each worker had their own padlock and locker) as an additional hygiene precaution. Identifying areas such as sanitising the steering wheel / gearstick and seat of the lift truck after use (in addition to the ongoing and hygiene regime that was already in place). Setting a maximum number of staff to visit the rest room/canteen at any one time, and to arrange for work breaks around this number so those in the room could always maintain at least two metres distance. Sanitising daily the mouse/keyboard and desk of workstations in production/warehouse areas that were shared (by providing antibacterial wipes or spraying sanitiser onto a clean cloth and wiping). Providing a briefing to staff on all the measures that were agreed and the reasons why so they are able to understand how it is helping them. The Outcome Whilst many good practices had already been actioned by Plamil Foods, the additional independent advice by an expert that was communicated using simple language gave staff that extra support and reassurance they needed. Staff reported immediately that they felt much more confident in being able to continue working safely, as the risk of catching Coronavirus was minimal whilst these additional controls were being followed. The assessment visit and training /advice given to staff demonstrated that Plamil Foods clearly place a high priority to staff safety. The practical advice given will assist both the business and staff to continue operation during the Covid-19 crisis, enabling it to play its part in feeding the Nation and for the business to be in a position to return quickly to full operation when the pandemic risk reduces. Conclusion Each company has its own workplace challenges. Businesses that are essential to maintaining operation during the pandemic may wish to seek their own specific third party assurance to staff that all reasonable measures to ensure ongoing safety and health are being provided. If you would like to know more, please call PHSC now. 01622 717700
- Published in Covid-19, Health and Safety
How to Implement Behavioural Safety
Tuesday, 26 November 2019
Why do we need behavioural safety and why is behavioural safety important? We have guarded and maintained our equipment, trained our staff, and improved our working environments. But accidents are still happening – so what do we do next? We need to start thinking about what actions and behaviours in our workplace cause or contribute towards accidents. As far back as the 1930’s the industrial psychologist, Herbert William Heinrich, identified that accidents are mainly caused by people. He demonstrated his point using a line of dominos to show the chain reaction between a person’s background / behaviours and how this causes unsafe situations and actions, resulting in loss. VIEW OUR BEHAVIOURAL SAFETY COURSE Objectives of Behavioural Safety The major objective of an effective behaviour-based safety process is to make safe behaviour a habit. It is said that approximately 70% of what we do in a typical day is completed on automatic pilot or by ingrained habits. So why don’t we use this powerful driver to change our working habits to make them safer? Unsafe behaviour is habitual in most teams. They have done something the wrong way for so long that they are not conscious of the behaviour or of its potential consequences. We often hear phrases such as “We’ve always done it like this” or “I’ve don’t this job for 30 years – why change it now”, and whilst that may true, does it automatically mean that it is inherently safe? Why is Behavioural Safety Important? The major objective of behaviour-based safety is to replace the unconscious unsafe behaviour that has come from months / years of unchallenged behaviours with unconscious, or automatic, safe behaviour — or safe habits. Whilst this sounds easy, people are creatures of habit and it often takes longer to “unlearn and relearn” than it does to learn something initially. The HSE has some helpful tips on this topic which should be read in conjunction with this article. Example of Behavioural Safety at Work This can be demonstrated in a simple example we recently encountered. Workers had for years been walking across the back of the goods inwards area of a warehouse/factory. There were often large vehicles reversing and people still took the short cut through the vehicle route rather than walking around it. We initiated a behavioural-based safety approach by: Engaging with the workforce to find out why they did this, and dangers they perceived Showed them evidence of near misses where people narrowly escaped being hit by a vehicle Remarked the defined walkways Provided briefings, toolbox talks, posters etc to promote the message that walkways must be always used Led by example by managers always using the paths Introduced observation studies whereby everyone took a turn at watching at key times throughout the day (5 -10 minutes at a time) and reporting back how many people were seen using the walkways and how many were not cooperating Fed back to all teams the results, rewarding the successes whilst following up on the persistent non-conformers Within a month of actively following this process, there were almost zero incidents where people were seen walking through the short cut. Behavioural Safety Process – The starting point Whilst it is essential that staff at ground level have full involvement in a behavioural safety strategy, it must start at the top. Without senior management buy-in the initiative will quickly fall down or be overtaken by other business priorities. Remember that staff follow not only the verbal commands that their leaders make but also their non-verbal actions. This means in practice that staff follow what they think senior managers want. A senior manager can give good rhetoric about safety behaviours needing to change and even to specify the behaviours they want to change. But unless the senior managers actively do this themselves, the whole strategy will fail. An introduction into behavioural safety training for executives and directors will be needed so they understand the business case for behavioural safety, the process for introducing a behavioural approach and the benefits it can bring. They will need to appreciate the time and resource commitment as well as their own emotional and behavioural commitment to make it a success. We run an introduction to behavioural safety course – view our course page for more information. Here are some simple steps to follow: Step no 1: Define what your business means by behavioural safety and what it wants to achieve by implementing a safety behaviour strategy. This should be achieved by a combination of senior leadership and observation of the rules / procedures that are routinely broken. It’s also important to review accident, incident and near miss reports to ascertain what behaviours caused or contributed towards them. Directors can then agree the behaviours they want to change, the desired key outcomes, resources needed and timeframe. Step no 2: Identify the key behaviours you want to address. Be careful at this point not to become too enthusiastic and change too much too quickly. Start instead with a few (2 or 3) key behaviours and embed these first – it’s not what you start that counts, but what you finish! Step no 3: Develop a communications plan with marketing/ communications, HR, Learning & Development personnel (as relevant to your organisation). Ensure it includes simple language to explain: What you want to achieve. The key behaviours that you wish to change/improve. Why this is being introduced i.e. the benefits to the employees and managers, Initiatives that will be introduced the coming months to achieve these objectives and everyone’s contribution in meeting these. Worker contribution / role in making the change. Step no 4: Introduce a combination of initiatives to promote the change. Examples include: Observation studies where everyone takes turns in watching other teams/colleagues to identify how often the safe behaviour is followed or breached. This is easy to implement and with little or no cost. There are several other benefits which are too detailed to write about here, but you can contact us if you would like to talk through in more detail. Regular inspections – these are more formal checks of workplace activities and conditions, andshould include the behaviours you want to change. Regular tool-box/ bite size training sessions to remind staff of their contribution to the change process, include progress made in these sessions. Rewards
- Published in Health and Safety
6 Things You Need to Know About Healthcare Training
Monday, 13 August 2018
Most managers needing healthcare training are very familiar with the CQC but did you know that the HSE also has significant authority and the power to close part of a premises or process if they feel there is serious risk of personal injury? So how do busy managers satisfy both enforcing bodies without duplicating time and effort? It is understandable that the primary focus of the CQC is the care of people using care services. To achieve this, it’s also necessary to ensure the safety and health of the staff who are providing the care, and this is clearly shown in the CQC domain’s main six questions they ask care providers. We believe it’s no coincidence that the CQC’s first line of enquiry relates to safety. Whilst many people, including some CQC inspectors that we have come across, feel this only relates to safety of those using the care service it clearly includes safety of those providing the service. After all, how can staff in care services guarantee the safety of those they are caring for unless they feel reasonably safe themselves? The six questions from CQC they ask regarding healthcare The key lines of enquiry that the CQC always ask are given below, and for the purposes of this guidance we have highlighted how this also relates to management of the staff which is where the HSE comes into healthcare: Are your staff safe at work? Staff must be safe whilst providing the services offered by the care. Typical questions that CQC use when assessing safety in a care setting include whether staff receive effective training in safety systems, processes and practices, and whether the maintenance and use of equipment keep people safe? Another key area that is question relates to the organisation’s track record on safety. Are they effective? A key line of enquiry is whether people’s needs are assessed and their care and treatment is delivered in line with current legislation, standards and evidence-based guidance to achieve effective outcomes? This is a loaded question as it covers so many areas of care management. From our experience, this is where many care providers lose perspective of HSE requirements in favour of priorities given by the CQC, when both could easily be satisfied if an integrated approach were to be adopted. For example, when assessing someone’s needs and creating a care plan, it is usual to see a file/document outlining the individual’s needs when receiving care. Although, controls for staff’s safety whilst delivering the care are often not included in this document, or even cross-referenced to other protocols to ensure safety of employees. Visibility of staff consideration is key to avoid potential HSE criticism when they review the workplace health and safety; a simple solution is to include brief notes for staff safety in care plans etc. What are the arrangements for supporting and managing staff to deliver effective care and treatment? (This includes one-to-one meetings, appraisals, coaching and mentoring, clinical supervision and revalidation.) Are staff encouraged and given opportunities to develop? This line of enquiry can be addressed by reference to NVQ and other skill-based development. It can also link with one-to-one meetings, staff meetings and appraisal processes. Are they caring? How does the service ensure that people are treated with kindness, respect and compassion, and that they are given emotional support when needed? To fully demonstrate this, employers should make clear arrangements for supporting staff, including agency workers, as they are facing a wide range of physical, emotional and mental health pressures when caring for the people they are supporting. This is particularly relevant when the people receiving the care are life-limited, have mental health challenges or learning difficulties. arrangements may be as simple as ensuring there’s a comfortable / separate place for staff to take breaks, access to counselling or a quick and easy process to feedback on concerns. Note that any processes for staff to provide feedback must include arrangements for the employer to respond – otherwise there is risk that staff will not report anything as they might feel there is no point. Do staff raise concerns about disrespectful, discriminatory or abusive behaviour or attitudes? Any policies about discrimination or abuse should include a process for staff to report as well as the person receiving the care, i.e. an integrated policy rather than separate ones for staff and service users. Are they responsive to people’s needs? Are reasonable adjustments made so that people with a disability can access and use services on an equal basis to others? This is an interesting one because, once again, CQC focus on the person receiving support when in fact, the Equality Act which underpins this line of enquiry and therefore your systems for arranging access should also refer to staff who may need reasonable adjustments to be made in order for them to work effectively. A recent BBC documentary highlighted this fact when they highlighted a GP who was also a wheelchair user and the challenges this person faced when treating the patients. Are they well-led? Managers cannot be effective leaders unless they adopt a holistic approach to management of the services being offered as well as the staff delivering them. There are two ways for managers to have clarity on what is required to meet health and safety standards. The first is to arrange a Healthcare Safety Audit which will consider all areas of safety and health management that an employer should be delivering. Any audit should integrate CQC requirements with the HSE requirements and give prioritised recommendations to achieve minimum legal compliance. The second way is for managers to receive practical healthcare training in the principles of safety management in healthcare so they have the knowledge and skills to know what is required to meet both regulatory bodies and how to comply with them without having to duplicate systems, time and effort. Learn more about our healthcare training courses There are many sources online where care providers can obtain
- Published in Health and Safety, PHSC blog
5 Tips to Reduce Emotional Stress in the Workplace
Tuesday, 12 September 2017
In any occupation, work can be stressful. This can come from mental and emotional stress that you have daily in your working life. According to the Health and Safety Executive’s Labour Force Survey, in 2015/16 there were 488,000 cases of work-related stress, depression or anxiety. And NHS doctors report that up to 1/3rd of Fit Notes issued relate to mental health issues. They also report that stress is higher in public service industries such as education, health and social care, public administration and defense. But, stress can find its way into any workplace, no matter the industry. While work can take its toll on us over time, there are ways to help keep your stress levels under control. Read on to learn 5 tips to reduce emotional stress in the workplace. 1. You Aren’t Alone One of the most important ways to overcome stress at work is by understanding that you are not alone. Approximately 1 in 3 people have experienced mental health issues in the workplace and this estimation is supported by a report from NHS doctors who state that one third of Fit Notes issued relate to mental health issues. So in any workplace of 100 people, there could be over 30 other people who feel similar to you. It can be easy to think you are the only one that feels this way when under a great deal of stress, but by understanding that you aren’t alone with these feelings, can help to cope. And additionally, having discussions about it with others may have a positive impact. 2. Talk About Your Stress Realising you aren’t alone when dealing with stress, is only part of the process. You also need to be sure you are being open with others about your feelings. Not speaking up about how you feel can have consequences; such feeling worse about your position and can negatively impact your mental health. There is often a stigma surrounding mental health and it can sometimes hinder someone admitting how they are feeling. But, a lot of people feel the way that you do and may be more common than you have been led to believe. Communicating your feelings can help you feel relief while forming connections and friendships with people who can support you. By feeling better and mentally healthier, you can be a happier person and a more productive employee, which is important for you personally and professionally. Talking about stress includes letting someone in authority know if it is being caused by your work or made worse by your work. Don’t be scared to tell your manager / another manager, or those who deal with HR as they cannot seek to improve anything if they are not aware there is a problem in the first place. Employers also have a legal (as well as moral) duty to ensure that stress caused by work and working environments is identified and managed. 3. Exercise Regularly Besides speaking about your emotional stress, regular exercise can be a great way to cope and recover. According to the National Health Service, adults between the ages of 19 and 64 should partake in aerobic and strength exercises. They recommend 2.5 hours of aerobic activity and strength exercises for the major muscles at least two or more days each week. Exercising can help to clear your mind and to de-stress from both your work and personal life. This is because your mind is focused on your exercise rather than your workload or an upcoming deadline. Exercise also helps your body produce higher levels of dopamine, a chemical in your brain that helps send your brain “feel good” messages. This can improve your mood; lower your blood pressure and increase your physical health. 4. Develop a Plan Tackling emotional stress is similar to your work projects in that you must approach both with a well-developed plan. By sharing your situation with those who are closest to you, this helps you to feel more comfortable. You will be able to open up more with those who you confide in while also helping you bounce off ideas from them. You should set short- and long-term goals for yourself. By working with other people as you do this, it helps you to evaluate your progress. It also gives you realistic benchmarks and ways to monitor your development. When you develop a reasonable plan with measurable goals, you are more likely to stick to it. This is the sort of thing that can separate you from quietly suffering from emotional stress or proactively working to overcome it. 5. Know When to Shut-Off Your work may consist of long, demanding hours but one way to help reduce emotional stress is to know when you need to hit the off work switch. In the workplace today, there is often the pressure to produce and work longer hours and sometimes there is no way to avoid this. There will be some work days which will be better than others. But it is important to step away from your work and unwind. There are many ways in which can you do this, for example, you could take a walk during your lunch break or plan a holiday with your family or friends. Take short breaks / holidays to give yourself some special “me” time, as this is a fantastic way to put a divide between yourself and your work. Turn off your work emails whilst you are away, to disconnect from the pressures of your office. If you are unable to take your regular walk during the day, don’t let this affect your progress and simply pick another time. Reduce Emotional Stress Reducing emotional stress in your occupation is worthwhile. It can help you become a healthier person and a better employee. This is beneficial for yourself and your employer because you will feel happier and will be more productive at work. At PHSC Ltd. (Professional Help at Sensible Cost), we are an established consultancy in the United Kingdom. We
- Published in Health and Safety
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