NEBOSH National General

Certificate
UNIT NGC1
Management of Health and Safety

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A helicopter plan (MS Word) an overview of how the course will be delivered over its duration.
Daily lesson plans (MS Word) a suggested breakdown of how the detailed subjects specified in the qualification
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 NEBOSH Certificate Unit NGC1 Week 1 - Day 3
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Approx. Timing

0900
Welcome Back
Content and Tutor Activity

Plan for the day

Aids and Equipment
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Student Activity

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0915
Run through todays programme
ELEMENT 3 ORGANISING
Human Factors Influencing H&S Related Behaviour PowerPoints and/or flip chart
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Perception students asked to count the number of Fs on

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Individual, Job and Organisational Factors slide.
Follow-up by discussing factors which influence perception.

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Improving Health and Safety Behaviour PowerPoints and/or flip chart List methods of communicating in your workplace. Divide
Management, Commitment and Leadership them into:
Competent Staff Verbal communication
Effective Communication Written communication

1030 MORNING BREAK

L E Graphic communication
What are the advantages and disadvantages of each?

Consultation with Employees

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PowerPoints and/or flip chart What is the difference between consulting with, and
informing employees?

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Trade Union Safety Representatives/Representatives of PowerPoints and/or flip chart What makes an effective committee?
Employee Safety Committees

1045
Training

S A PowerPoints and/or flip chart Design a health and safety induction training programme for
new starters
What topics should be included?
In what order?
How long should the induction take?
When are you going to do it?

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Emergency Procedures PowerPoints and/or flip chart
What problems might be involved?
What emergencies could occur other than fire?
Importance of Developing Emergency Procedures
Arrangement for Contacting Emergency Services

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 Approx. Timing Content and Tutor Activity Aids and Equipment Student Activity

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First Aid
First-Aid Requirements
First-Aid Facilities and Equipment
First-Aid Personnel and Coverage
PowerPoints and/or flip chart

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Discuss the issues that you would need to consider to decide
the level of first aid cover in your workplace.

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1230-1330
1330
LUNCH BREAK
Review
The Importance of Planning
Handouts

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Review Questions Element 3
Suggested Syndicate Group Exercise
The Management System
Setting SMART Objectives
Keeping Up-to-date
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Write down the specific hazards that works in your own
workplace are exposed to. These should be addressed in the
Arrangements section of the Health and Safety Policy.
Principles and Practice of Risk Assessment
Legal Requirements
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PowerPoints and/or flip chart

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Definitions/Risk Assessment
1500 AFTERNOON BREAK
Objectives of Risk Assessment
Types of Incident
The Risk Assessors
Suitable and Sufficient Criteria
Five Steps
P L
PowerPoints and/or flip chart Suggested Syndicate Group Exercise
Consider a specific hazard and discuss the differences between:
The hazardous properties
The risk of harm occurring
Feedback

1515 Special Cases and Vulnerable Workers

A M Suggested Syndicate Exercise

Lawn mowing.
Using task analysis, prepare risk assessment.
Suggest control measures to reduce the risk.

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Suggested Alternative Syndicate Exercise
Carry out a risk assessment on these premises using a numerical
scoring system.
Feedback to group.

1700

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Review of the day and finish

Suggested Directed Private Study Set:

Attempt relevant revision questions from course notes
Questions and answers

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 NEBOSH National General AL
Certificate in Occupational
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Safety and HealthT E
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Element 3: Organising
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 Learning Outcomes L
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E R
On completion of this element, you should be able to
demonstrate understanding of the content through the

A T
application of knowledge to familiar and unfamiliar
situations. In particular you should be able to:
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Outline the health and safety roles and responsibilities
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of employers, directors and managers
Explain the concept of health and safety culture and its

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significance in the management of health and safety in
an organisation

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 Learning Outcomes (Contd.) L
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Outline the human factors which influence
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health and safety A T
behaviour at work in a way that can affect

Explain how health andM safety behaviour at

work can be improved
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M P
Outline the need
and the arrangements
for emergency procedures
for contacting
S A
emergency services
Outline the requirements for, and effective
R Cprovision of, first-aid in the workplace
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 Organising L
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Organisational Health and Safety
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Roles and Responsibilities
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M P
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 Organisational Roles of Directors L
and Senior Managers I A
Directors and senior managers:
E R
give direction and
set priorities A T

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directors to: LE
Leading health and safety at work requires

Plan
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Deliver
Monitor

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 Demonstrating Top Management L
Commitment IA
Resourcing health and safety
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Defining roles and
A T
responsibilities
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Appointing a health and
safety champion at board
level
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Appointing competent
persons

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 A L
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The Concept and Significance of
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Safety Culture
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 Definition of Culture L
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The safety culture of an organisation is the

behaviours relating to healthA

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shared attitudes, values, beliefs and
and safety
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 Group Syndicate Exercise L
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How does the media portray health and
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safety in our current culture?
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 Culture and Performance L
I A
Positive Culture R
Negative Culture
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Safety is important
A T
Health and safety is
not important
Strong policy
Clear leadership
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Poor training

Good management LE Unnecessary

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Influences worker No clear direction
Poor management
behaviour
S A Unsafe behaviour

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 H&S Culture Indicators L
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Accidents
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Sickness rates
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Absenteeism
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Staff turnover
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Compliance with safety rules
Worker complaints
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 Influence of Peers L
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Interaction
E R
Influence
Hierarchy AT
Norms M
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Peer group pressure

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Good indicator of H&S culture

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 AL
ELEMENT

ORGANISING
3

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LEARNING OUTCOMES
On completion of this element, you should
be able to demonstrate understanding of

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the content by applying what you have
learnt to familiar and unfamiliar situations.
In particular, you should be able to:
Outline
 the organisational health and safety roles and
responsibilities of employers, directors and managers.

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Explain the concept of health and safety culture and
its significance in the management of health and
safety in an organisation.

Outline
 the human factors which influence behaviour
at work in a way that can affect health and safety.

Explain
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how health and safety behaviour at work can
be improved.

Outline
 the need for emergency procedures and the
arrangements for contacting emergency services.
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Outline the requirements for, and effective provision

of, first aid in the workplace.
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Contents

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ORGANISATIONAL HEALTH AND SAFETY ROLES AND RESPONSIBILITIES 3-3
Organisational Roles of Directors and Senior Managers 3-3
Demonstrating Top Management Commitment 3-3
Revision Question 3-4

THE CONCEPT AND SIGNIFICANCE OF SAFETY CULTURE 3-5

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Definition 3-5
The Correlation between Culture and Performance 3-5
Negative Culture 3-6
Indicators Used to Assess Culture 3-6
Influence of Peers 3-7

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Revision Questions 3-8

HUMAN FACTORS INFLUENCING SAFETY RELATED BEHAVIOUR 3-9

Individual, Job and Organisational Factors 3-9
Organisational Factors 3-10
Job Factors 3-10

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Individual Factors 3-11
Revision Questions 3-12

IMPROVING HEALTH AND SAFETY BEHAVIOUR 3-13

Management Commitment and Leadership 3-13
Competent Staff 3-13
Effective Communication 3-14
Consultation with Employees 3-16
Trade Union Safety Representatives 3-17
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Training 3-19
Revision Questions 3-20

EMERGENCY PROCEDURES 3-21

The Importance of Developing Emergency Procedures 3-21
Arrangements for Contacting Emergency Services 3-22
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Revision Questions 3-22

FIRST AID 3-23

First-Aid Requirements 3-23
First-Aid Facilities and Equipment 3-23
First-Aiders and Appointed Persons 3-24
First-Aid Coverage 3-24
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Revision Question 3-25

SUMMARY 3-26

EXAM SKILLS 3-27

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 Organisational Health and Safety Roles and Responsibilities

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KEY INFORMATION
Directors and senior managers have a duty to ensure that their organisation meets its legal obligations. In
particular, they are responsible for planning, delivering, monitoring and reviewing policy.
They must demonstrate clear commitment to health and safety by allocating adequate resources, defining roles

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and responsibilities, appointing a champion at board level, appointing competent advisers and reviewing
performance at a board level.

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ORGANISATIONAL ROLES OF DIRECTORS DEMONSTRATING TOP MANAGEMENT
AND SENIOR MANAGERS COMMITMENT
Directors and senior managers give an organisation its Directors and senior managers are not always closely
direction and set its priorities. They decide what the involved in the day-to-day management of the operational
organisation does and how it does it. In effect, they control side of an organisation. Their role does not always involve
the corporate body. They are, therefore, responsible doing (except in smaller organisations), but it does

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for ensuring that all of the legal requirements that rest involve setting strategy.
with the employer are met. And as was seen in Element
Directors and senior managers can demonstrate their
1, Section 37 of HSWA makes it clear that directors
commitment to health and safety through their strategic
and senior managers can be prosecuted for offences
thinking by:
committed by the corporate body if they consented or
connived in the offence or were negligent in their duties. Ensuring availability of resources so the occupational
health and safety management system is established,
implemented and maintained.
Defining roles and responsibilities so that the line
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management responsibility and accountability for
health and safety is clear.
Top Tier Management Appointing a member of top management with
The HSE publication Leading Health and Safety at Work specific responsibility for health and safety so that it is
(INDG417) provides guidance to directors and senior championed at board level.
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managers in organisations of all sizes. It highlights four key
areas for action:
Plan - by establishing a health and safety policy that
is an integral part of the organisations culture, with
board members taking an active lead in promoting
health and safety throughout the organisation.
Deliver - the policy through an effective management
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Appointing one or more competent persons and
adequate resources to provide assistance in meeting
the organisations health and safety obligations.
Reviewing performance at board level, perhaps
annually.
Directors and senior managers have an enormous
influence over their organisation and its priorities. This

system that ensures that risks are dealt with sensibly,
responsibly and proportionately (this clearly links to
HSG65 and other SMSs).
Monitor - to provide the board with reports on the
performance of their policy.
influence does not simply come from their strategic
decision-making, but also from the way they are perceived
by those lower in the management hierarchy. They must
demonstrate clear commitment and leadership with regard
to health and safety.

Review - performance to allow the board to establish The influence of visible management commitment and
whether the management system is effective in leadership on safety culture is discussed later in this
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managing risks and protecting people. element.

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Organisational Health and Safety Roles and Responsibilities

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REVISION QUESTION
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1. Outline the four key action areas highlighted in

the HSE publication Leading Health and Safety
MORE at Work (INDG417).
www.hse.gov.uk/leadership/index.htm (Suggested Answer is at the end.)

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 The Concept and Significance of Safety Culture

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KEY INFORMATION
The safety culture of an organisation is the way that all the people within the organisation think and feel about
health and safety and how this translates into behaviour. It can be defined as the shared attitudes, values, beliefs
and behaviours relating to health and safety.

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There is a strong link between safety culture and health and safety performance. Organisations with a strong,
positive culture tend to have good performance, whereas those with a weak, negative culture perform poorly.
The safety culture of an organisation can be assessed by looking at indicators such as accidents, sickness rates,
absenteeism, staff turnover, compliance with rules and worker complaints.

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Workers are often influenced by their peers - the people around them at work who do not have any direct
authority over them. This peer group pressure occurs indirectly by social interaction and can have a significant
effect on behaviour. The influence of peer group pressure is a good indicator of safety culture.

DEFINITION THE CORRELATION BETWEEN CULTURE

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All organisations have a culture. It is not written down, or
even easily stated. It is a subtle mix of formal and informal
rules, relationships, values, customs, etc., which, taken
together, describe the distinctive feel of the organisation.
On one level, this is to do with how the organisation gets
things done its particular way of working. On another
level, it is to do with how people perceive the organisation,
e.g. how friendly it is.
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Organisational culture is a characteristic of the organisation
that exists at every level, from senior management to
shop-floor workers. No one person determines the
culture of the organisation; all staff working for the
organisation determine it collectively.
Organisations can be described as having a health and
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AND PERFORMANCE
An organisation will have either a positive safety culture or
a negative one.
Positive Culture
In an organisation with a positive safety culture, the
majority of the workers think and feel that health and
safety is important. There is a strong policy and clear
leadership from the top because senior management have
this attitude, which runs through the whole organisation,
from top to bottom. Managers think about the health and
safety implications of their decisions and workers share the
same view and work safely.

Everyone works safely because they want to. That is the

safety culture (or safety culture) in much the same way.
Safety culture can be defined as the shared attitudes,
values, beliefs and behaviours relating to health and safety.
The safety culture of an organisation is the way that
everyone within the organisation thinks and feels about
health and safety and how this translates into their
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way that things are done in their organisation and that is
how everybody else is behaving too.
People in the organisation who do not share this view are
in the minority and are likely to come round to the group
way of thinking and acting. This is because the culture of
an organisation tends to be absorbed by its workers over

behaviour. time. Workers who do not adjust to the group way of

thinking may either leave, because they dont feel that they
fit in, or possibly be dismissed for working unsafely.
In an organisation like this you can see that there is a
clear link between safety culture and health and safety
performance. People work safely, so there will be fewer
accidents and less ill health. It is also easy to see why
organisations strive to create a strong, positive safety
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culture because when there is one, it has a direct influence

on worker behaviour.
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The Concept and Significance of Safety Culture
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A company with a positive safety culture - all members of staff appreciate
the importance of safety
NEGATIVE CULTURE
In an organisation with a weak, negative safety culture, the
majority of workers think and feel that health and safety
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is not important; they are poorly educated in health and
safety and see it as unnecessary or not important. There
is a lack of clear direction and leadership from senior
management. Managers do not think about health and
safety in their decision-making and so let other priorities
dictate their actions. Workers behave unsafely, often
because they do not know any better.
Safety-conscious workers are in the minority and are likely
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to come round to the group way of thinking and acting
over time; if not, they may well leave because they do not
like the organisational culture and feel unsafe in the work
situation.
You can see that in an organisation like this there will be a
lack of attention to health and safety, standards will be low,
behaviour will be poor and accidents may occur as a result.
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A workplace with a negative safety culture, resulting in unsafe behaviour
INDICATORS USED TO ASSESS CULTURE
It makes sense to try to assess an organisations safety
culture to see whether it is strong and positive, or if
there is room for improvement. But the safety culture
of an organisation is quite difficult to assess directly
because there is no one single feature or item that can
be measured. Safety culture is partly defined as how
people think and feel, their attitudes, their beliefs and
their priorities. These are intangible concepts and almost
impossible to measure. So, rather than trying to assess
the safety culture directly, it is perhaps better to assess it
indirectly by looking at the tangible outputs that can be
used as indicators. There is no single indicator that can
be used to assess safety culture; instead several indicators
must be examined together.
Accidents
Accident records can be used to work out how many
accidents are happening as a rate (e.g. number of accidents
per 100,000 hours worked - more on this in Element 5).
The accident rate for a particular organisation can be
compared with the:
Organisations performance in previous years. This
will indicate whether the accident rate is increasing
or decreasing. A decreasing rate might be seen as an
indicator of a positive safety culture.
Rate for other organisations that do the same work,
or the industry average (often published by the
authorities). This is the process of benchmarking. An
accident rate that is higher than national average might
be seen as an indicator of a negative safety culture.
 The Concept and Significance of Safety Culture
Looking at the standard of investigation that follows
an accident and the effort that is put into preventing a
recurrence is another way of using accidents as an indicator
of safety culture. In an organisation:
With a positive safety culture, much time and effort
will go into investigating accidents, writing investigation
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reports and introducing follow-up action to prevent a
recurrence.
With a negative safety culture, superficial accident
investigations are carried out, reports are of poor
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quality and follow-up action is either not taken, or is
ineffective.
Sickness Rates
A lot of ill health is caused, or made worse, by work. For
example, in many countries, a huge number of working
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days are lost due to back pain and a significant proportion
of that back pain will have been caused or made worse
by the work that individuals are doing. So sickness rates
can be used in the same way that accident rates are, as an
indicator of safety culture.
Absenteeism
A high level of worker absenteeism indicates that workers
are either not able, or not willing, to come to work. If they
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are not able, this might indicate that they are suffering ill
health caused or worsened by work, as we noted above. If
they are not willing, it indicates that they are withholding
their labour for some reason. This is usually caused by poor
workforce morale, which in turn can sometimes be linked
to poor safety culture.
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Staff Turnover
An organisation with a positive safety culture is often a
good place to work. Workers feel safe, morale is good,
training is available, and workers are consulted about their
working conditions. As a result, workers stay with their
employer for a long period of time, so low staff turnover
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may indicate a good safety culture, while high staff
turnover may indicate the opposite.
Compliance with Safety Rules
In an organisation with a positive safety culture, the
majority of workers want to work safely, so they comply
with the safety rules and procedures laid down by the
organisation. When a formal, or informal, safety inspection
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or audit is carried out, a high level of compliance is seen.
The safety culture has influenced workers behaviour in a
positive way.
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Where there is a negative safety culture, quite the reverse
is apparent. Workers do not follow the rules, either
because they do not know what they are doing (perhaps
due to poor training) or because they know the rules
but do not want to follow them (perhaps due to poor
attitude). Workers are free to break the rules because
of poor supervision; they know that they will not be
punished.
Complaints About Working Conditions
There is an obvious link between safety culture and the
number and type of complaints made by workers (and
workers safety representatives) to management. An
organisation with a positive culture may actively encourage
complaints, but few serious ones will be made. An
organisation with a negative safety culture may actively
discourage workers from complaining and many of the
complaints made will be legitimate and serious ones.
INFLUENCE OF PEERS
When people are put together into groups they interact.
Some individuals will come to have a lot of influence over
the group; others will have little influence. In this way a
hierarchy is established within the group. Certain ways
of behaving will become the norm, which will often be
established by the more influential members of the group.
A person wishing to become a member of the group will
have to comply with the group norms. This pressure to
comply with group norms is peer group pressure.
Peer group pressure is an important factor to take into
account when thinking about safety-related behaviour. If a
group is already working safely then peer group pressure
will keep most people in that group in line. But if the group
is working unsafely then peer group pressure will tend to
force more and more workers to behave unsafely in an
attempt to fit in with group norms. Even though workers
may know that what they are doing is wrong and may want
to do it the right way, the pressure to comply with their
social group overcomes their personal apprehensions.
The behaviour of peer groups and the influence that
peer group pressure has been allowed to exert on worker
behaviour is often a good indicator of safety culture.
In an organisation with a positive culture, peer group
pressure is in line with safe behaviour. In an organisation
with a negative culture, peer group pressure is driving
unsafe behaviours and this has not been challenged by
management.
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The Concept and Significance of Safety Culture

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REVISION QUESTIONS
2. Define health and safety culture.
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3. How do an individuals peers exert influence

MORE over his/her behaviour?
www.hse.gov.uk/humanfactors/topics/culture.htm (Suggested Answers are at the end.)

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