IGC1 Element 3

Management of International
Health and Safety

Element 3: Health and Safety
Management Systems 2 - Organising
© RRC International
Learning Outcomes
• Outline the health and safety roles and responsibilities of
employers, managers, supervisors, workers and other
relevant parties.
• 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 that influence behaviour at work in
a way that can affect health and safety.
• Explain how health and safety behaviour at work can be
improved.
• Outline the need for emergency procedures and the
arrangements for contacting emergency services.
• Outline the requirements for, and effective provision of,
first aid in the workplace.
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Unit IGC1: Element 3.1
ORGANISATIONAL HEALTH AND

SAFETY ROLES AND
RESPONSIBILITIES
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Standards for Organising
Responsibility for ensuring that the workplace

is safe and free of health risk rests with the
employer.
As we noted earlier, this responsibility is
made clear in:
• ILO Convention C155.
• ILO Recommendation R164.
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Reminder – What are the Employer’s
Four Duties?
Safe Place of Work
Safe Plant and Equipment
Safe System of Work
Training and Supervision

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Organisational Health and Safety
Roles and Responsibilities
• Employer.
• Directors and senior managers.
• Middle managers and supervisors.
• Safety specialists.
• Workers.
• Controllers of premises.
• Self-employed.
• Suppliers, manufacturers, designers.
• Contractors.
• Joint occupiers of premises.
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Employer
The employer carries

ultimate responsibility for
ensuring that the workplace
is safe and free of health and
safety risks.
Ensures the safety of workers

and “others”, e.g. visitors and
contractors.
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Directors and Senior Managers
Directors and senior managers:

– Give an organisation its direction.
– Set its priorities.
– Allocate resources and appoint competent
persons.
– Allocate responsibilities.
– Are responsible for ensuring that all of the legal
requirements are met.
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Directors and Senior Managers
Directors and senior managers can have

enormous influence over their organisation
and its priorities.
The way they are perceived by those lower in

the management hierarchy is very important;
they must demonstrate clear commitment
and leadership with regard to health and
safety.
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Middle Managers and Supervisors
Middle managers and supervisors are involved in the
day-to-day operational running of the organisation so
are responsible for the health and safety standards
within the operations under their control.
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Safety Specialists
Safety Specialists (or
Practitioners) are responsible
for giving correct advice to the
organisation so that the
organisation can meet its legal
obligations and achieve its
policy aims.
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Group Discussion
What are the typical responsibilities of a

health and safety specialist?
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Group Discussion
Typical responsibilities include:
– Providing advice and guidance on health and
safety standards.
– Promoting a positive culture.
– Advising management on accident prevention.
– Developing and implementing policy.
– Overseeing the development of adequate risk
assessments.
– Identifying training needs.
– Monitoring health and safety performance.
– Overseeing accident-reporting and
investigations.
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Workers
Workers have a responsibility
to take reasonable care of
their own health and safety
and that of other people who
might be affected by what
they do (or don’t do).
Workers must also

co-operate with their
employer on matters of
health and safety.
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Controllers of Premises
To the extent that they have
control, controllers of
premises are responsible for
ensuring that the premises
are safe to use as a
workplace, and that there is
safe access to it and egress
from it.
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Contractors & Self-Employed
These two groups have similar

responsibilities:
• To take reasonable care of
their own health and safety
and the health and safety of
others who might be affected
by their acts or omissions.
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Suppliers, Manufacturers, Designers
Designers, manufacturers,
importers and suppliers of
items and substances form
the “supply chain”.
They have responsibilities
to ensure their products are
safe.
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Clients and Contractors
If a client can be held responsible for an injury

caused by a contractor working for the client
then it must be in the client’s own best
interests to ensure that contractors do not
endanger workers or others.
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Clients and Contractors
The way that a client manages contractors can be
broken down into four key areas:
• Selecting the contractor.
• Planning the work.
• Co-ordinating the work.
• Monitoring the work.
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Selecting the Contractor
Things you should check:
• Health and safety policy.
• Risk assessments.
• Qualifications and training records.
• Membership of a professional organisation.
• Maintenance and equipment testing.
• Previous or current clients.
• Accident records.
• Enforcement action.
• Adequate resources.
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Planning the Work
Information to be shared between client and
contractor:
• Hazards posed by the site and work carried out.

• Hazards posed by the contractor’s activities.
• Risk assessments.
• Method statements.
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Co-ordination of Work
Arrangements between the client and contractor
include:
• Ensuring activities don’t conflict.

• Permit-to-work system to control activities.
• Key contacts, e.g. works foreman identified to
ensure continuity.
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Monitor and Control
Clients must:
• Monitor the work to ensure
safety.
The client can:
• Stop the work if it involves
unsafe practices.
Auditing against agreed method

statements is a good technique.
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Joint Occupiers of Premises
• ILO Convention C155 – Article 17
• ILO Recommendation R164 – Article 11
• Employers in shared facilities should communicate to
develop appropriate health and safety standards and
appropriate policies and procedures.
• This may include:

- Sharing of procedures, e.g. fire and emergency
response.
- Sharing of risk assessments.
- Joint management-committee meetings.
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End-of-Section Quiz
1. To whom does an employer owe a duty

with regard to health and safety?
2. How can directors influence health and
safety?
3. What are the key worker responsibilities?
4. What would you look for/check when
selecting a contractor?
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THE CONCEPT AND SIGNIFICANCE

OF HEALTH AND SAFETY CULTURE
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Group Discussion
What do we mean by the term “health and

safety culture”?
What features would you expect to see in an

organisation with a “good health and safety
culture”?
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Definition of Culture
The safety culture of an organisation is the

shared attitudes, values, beliefs and
behaviours relating to health and safety.
Influenced by:
• Management.
• Communication.
• Worker competence.
• Co-operation.
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H&S Culture Indicators
Poor health and safety culture leads to poor performance.
The following things need to be spotted early:
Accident records.
Sickness rates.
Absenteeism.
Staff turnover.
Compliance with safety rules.
Worker complaints.
Staff morale.
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Group Syndicate Activity
What factors could result in the deterioration

of an organisation’s health and safety culture
and hence safety performance?
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Factors Promoting a
Negative Culture
• Lack of leadership from management.
• Presence of a blame culture.
• Lack of management commitment to safety.
• Health and safety a lower priority than other issues.
• Organisational changes.
• High staff turnover rates.
• Lack of resources, e.g. too few workers, low investment.
• Lack of worker consultation.
• Interpersonal issues, e.g. peer-group pressure, bullying.
• Poor management systems and procedures.
• External influences, e.g. economic climate.
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Reorganisation
Company takeover.
Merger.
Management buy-out.
Change of management.
Departmental restructure.
Redundancy.
Leading to:
Concentration on the “new order”.
Uncertainty over roles and responsibilities.
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Uncertainty
Increases at times of change.
Reduces morale.
Focus moves away from H&S.
No clear framework for decision-making.
Individuals make their own decisions.
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Blame Culture
What is it?
Workers believe that if they report an
incident or make a complaint, they are going
to get:
• Blamed.
• Punished.
• Sacked.
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Poor Leadership
No clear rules or policies.
Decisions:
– Not in line with policy.
– Inconsistent.
– Frequently reversed.
– Influenced by personal reasons.
Conflicting priorities.
Poor communication.
No consultation with workers.
©
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Relationship Between Culture and
Performance
Group Discussion Point
We have already considered what can
influence an organisation’s culture. What
would an organisation with a positive culture
“look” and “feel” like? What characteristics
would it demonstrate?
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Performance
In organisations with a positive safety culture:
• Health and safety is important to everyone.
• There is strong policy and leadership.
• Managers and directors lead on safety and
workers believe in it.
• Health and safety performance is good:
– People work safely.
– There are fewer accidents and ill-health events.
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Performance
In organisations with a negative safety culture:
• Most feel safety isn’t important.
• There is a lack of competence.
• Safety is low priority.
• Safety conscious workers are in minority.
• Health and safety performance is poor:
– There is a lack of attention to detail and
procedure.
– Lack of care and poor behaviour
results in accidents.
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Indicators of Culture
Accident rates.
Absenteeism.
Sickness rates.
Staff turnover.
Compliance with safety “rules”.
Complaints from employees about working
conditions.
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The Influence of Peers
In groups, a hierarchy naturally forms:

– Pressure is exerted from the top down.
– Can happen in informal groups, or formal
team.
Peer-group pressure can result in:
– “Good people” breaking rules to fit in.
– “Bad people” coming into line and working
safely!
Key is to get the influential people on board:
– E.g. through training.
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Summary
There is a link between safety culture and
performance.
Safety culture can be assessed by looking at
indicators.
Certain factors promote a negative safety culture.
Peer-group pressure can result in the individuals
changing their behaviour to fit in with the group.
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End-of-Section Quiz
1. Give a definition of health and safety

culture.
2. What factors could result in the
deterioration of the health and safety
culture of an organisation?
3. What indicators can be used to assess the
health and safety culture?
4. What is “peer pressure”?
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FACTORS INFLUENCING
SAFETY-RELATED BEHAVIOUR
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Safety-Related Behaviour
Three significant factors influence worker behaviour:
The individual:
– Personal characteristics.
The job:
– Nature of the job.
The organisation:
– Characteristics of the business.
Graphic taken from HSG48 from

http://www.hse.gov.uk/pubns/books/hsg48.htm
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Organisational Factors
• Safety culture of the
organisation.
• Policies and procedures.
• Commitment and leadership
from management.
• Levels of supervision.
• Peer-group pressure.
• Consultation and worker
involvement.
• Communication.
• Training.
• Work patterns.
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Job Factors
• Task.
• Workload.
• Environment.
• Displays and controls.
• Procedures.
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Individual Factors
Attitude.
Competence.
Motivation.
Risk perception.
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Attitude, Competence and Motivation
Attitude:
– A person’s point of view, or way of looking at
something; how they think and feel about it.
Motivation:
– A person’s drive towards a goal; what makes
them do what they do.
– Particular care needed with the use of
financial incentives!
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Changing Attitude
• Education and
training.
• High-impact
intervention
("aversion therapy").
• Enforcement.
• Consultation.
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What is “Competence”?
A combination of:
• Knowledge.
• Ability.
• Training.
• Experience.
A competent person isn’t just one who is

trained:
– Nor is it someone who has been there a long
time!
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Perception of Risk
Perception – the way a person interprets

information detected by their senses:
• Sight.
• Hearing.
• Smell.
• Taste.
• Touch.
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Perception - Activity
On the following slide there is a graphic.

You are asked to count the number of
squares.
Remember that you can combine squares to
make squares!
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Activity
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Perception of Risk
Factors that can affect perception of hazards

and risk include:
• Illness.
• Stress.
• Fatigue.
• Drugs and alcohol.
• Previous experiences.
• Training and education.
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Group Discussion Point
How can workers’ hazard perception be

improved?
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Improving Hazard Perception
• Understand why hazards are not noticed by

talking to workers.
• Awareness campaigns/training.
• Highlight hazards, e.g. signs.
• Ensure adequate lighting is available.
• Reduce distractions, e.g. noise.
• Avoid excessive fatigue.
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End-of-Section Quiz
1. What three key factors influence a

worker’s behaviour? Give examples of
each.
2. What is “competence”?
3. How can an organisation inadvertently
motivate people to behave unsafely?
4. Suggest reasons why two people may
perceive hazards differently.
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IMPROVING HEALTH AND SAFETY

BEHAVIOUR
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Management Commitment and
Leadership
Securing management commitment is
essential:
– Senior managers provide leadership and
motivation.
– Needs clear policy, priorities and targets.
Commitment cascades down through the
organisation.
Requires visible leadership.
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Group Syndicate Exercise
In groups, discuss the leaders that you have

worked with. What made them good (or bad)
leaders, particularly on health and safety?
From here, think about what managers can do

to demonstrate their commitment to health
and safety.
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Visible Commitment
Demonstrated by:
– Behaving safely themselves.
– Involvement in the day-to-day management of
safety - e.g. attending safety meetings.
– Taking part in safety tours and audits.
– Promoting activities to improve safety.
– Enforcing the rules.
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Disciplinary Procedures
Sometimes rules are broken.

Employees may endanger themselves or
others.
Ignoring issues can result in injuries.
Sometimes it is necessary to use discipline to
enforce the rules.
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Who Would You Discipline?
A supervisor who orders the team to cut

corners to save time?
A reckless forklift-truck driver?
A persistent prankster?
An office worker who repeatedly fails to wear
PPE when in the factory area?
A maintenance worker who doesn’t isolate a
machine because the job was only 10
minutes?
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Competent Staff
Competence:
– Knowledge, ability, training, experience.
Competent managers:
– Understand the implications of their decisions
on health and safety.
– Often a weakness!
Competent staff:
– Enables job to be done safely.
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Effective Communication
Individual Activity
List as many methods of communicating in the

workplace as you can think of, splitting your list
into:
● Verbal communication.
● Written communication.
● Graphic communication.
What are the advantages and disadvantages of

each method?
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Verbal Communication
Limitations Merits
Language barrier.
Jargon. Personal.
Strong accent/dialect. Quick.
Background noise. Direct.
Poor hearing. Check understanding.
Ambiguity. Feedback.
Misinformation. Share views.
Forget information. Additional information (body
No record. language).
Poor quality (telephone or
PA).
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Written Communication
Limitations Merits
Indirect.
Time. Permanent record.
Jargon/abbreviations. Reference.
Impersonal. Can be written carefully for clarity.
Ambiguous. Wide distribution relatively
cheaply.
May not be read.
Language barriers.
Recipient may not be able to
read.
No immediate feedback.
Cannot question.
Impaired vision.
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Graphic Communication
Limitations Merits
Very simple. Eye-catching.
Expensive. Visual.
May not be looked at. Quick to interpret.
Symbols or pictograms may be unknown. No language barrier.
Feedback. Jargon-free.
No questions. Conveys a message to a wide
Impaired vision. audience.
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Broadcasting Methods
How to get the message across:
Notice boards.
Posters and videos.
Toolbox talks.
Memos and e-mails.
Worker handbooks.
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Co-operation and Consultation
• Often a legal requirement to consult with

workers.
• Consultation is a two-way process:
– Managers inform workers of plans, etc.
and listen to employee concerns.
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Methods of Consultation
Direct consultation:
– Employer talks to each worker and resolves
issues.
Through worker representatives:
– Committee is formed to represent workers.
– Regular meetings to discuss and resolve issues.
– Members may have rights in law.
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Typical Issues to Consult on:
Introduction of new measures affecting

health and safety.
Appointment of new advisers.
Health and safety training plans.
Introduction of new technology.
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Co-operation and Consultation
Negative Culture:
Informing.
Dictatorial approach.
Positive Culture:
Consultation.
Worker involvement.
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Training
What is Training?
Training (in the context of health and safety)
is:
“…. The planned, formal process of acquiring
and practising knowledge and skills in a
relatively safe environment.”
Training is a key component of competence.
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Training
Dramatic effect on safety-related behaviour.
Without training workers try to do their jobs by:
– Copying others (including their bad habits).
– Doing the job the way they think is best.
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Training
Helps workers understand:

•Hazards and risks.
•Rules and precautions.
•Emergency procedures.
•Limitations and restrictions.
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Training Opportunities:
When Do You Need to Train?
Induction − For new employees.
training
Job change − New hazards following a change in
job.
Process change − New hazards associated with new
ways of working.
New technology − New hazards associated with plant and
machinery.
New legislation − Implications of the new legislation.
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Training Needs Analysis
Factors to be considered include the:

– Type and function of the organisation.
– Hazard and risk profile.
– Accident history of the organisation. There
may be statutory training requirements.
– Level of training previously provided,
together with the detail of which employees
have been trained and when.
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Post-Training Activities
Maintain training records:

– Who attended which sessions and when.
Carry out evaluation of effectiveness:
– Look for indicators such as:
– Reduced incidents.
– Increased awareness.
– Improved compliance with rules.
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Group Activity
Design a health and safety induction training

programme for new starters. Consider the
following:
• What topics should be included?
• In what order?
• How long should the induction take?
• When are you going to do it?
• What problems might be involved in doing
it?
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New Employee Induction Topics
• Health and safety policy.
• Emergency procedures.
• First aid.
• Welfare facilities.
• Safe movement.
• Accident and incident-reporting.
• Consultation arrangements.
• Safety rules.
• Personal protective equipment.
• Safe working and permits.
• Risk assessment system.
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End-of-Section Quiz
1. How can directors/managers demonstrate

their commitment to health and safety?
2. What are the 3 different communication
methods that are used?
3. What is the difference between
“consulting” and “informing”?
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EMERGENCY PROCEDURES
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Emergency Procedures
Why do we need them?

Because despite all of the precautions, things
can still go wrong!
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What emergency situations would the

following organisations have to consider
when developing emergency procedures?
– A primary school.
– A chemical-manufacturing plant.
– A shopping centre.
Be prepared to feed back to the group.
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Primary school:
– Fire, first aid, bomb threat (possibly), severe
weather, outbreak of disease.
Chemical-manufacturing plant:
– Fire, first aid (including multiple-casualty incident),
bomb threat, severe weather, outbreak of disease,
chemical release, toxic chemical exposure.
Shopping centre:
– Fire, first aid, terrorist threats including bomb
and/or suspect packages, multiple-casualty incident,
severe weather, crowd control/panic.
©
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Emergency Procedures
The organisation needs to

arrange:
• Procedures to be followed.
• Suitable emergency equipment.
• Responsible staff.
• Training and information needs.
• Drills and exercises.
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Contacting Emergency Services
Communication equipment:
– Phones, radios, etc.
Contact details:
– National and local emergency numbers.
Responsible individuals:
– ESSENTIAL to understand whose responsibility
it is!
– Must be trained.
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End-of-Section Quiz
1. What types of emergency situation might

an organisation need to consider?
2. You are developing fire response
arrangements – what key things would you
include?
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REQUIREMENTS FOR, AND

EFFECTIVE PROVISION OF,
FIRST AID IN THE WORKPLACE
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First Aid
An employer has a duty to make appropriate first-
aid provision for his employees, which include:
• Facilities:
– An appropriate location where first-aid
treatment can be given.

• Equipment:
– Suitably stocked first-aid kits and other
equipment.
• Personnel:
– Trained staff.
Must inform people of these arrangements.

©
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'The 3 Ps'
Basic principle of first aid is to keep the injured
person alive until professional medical assistance
arrives, sometimes called 'The 3 Ps':
Preserve life.
Prevent deterioration.
Promote recovery.
Also provide treatment for minor injuries.

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Personnel and Coverage
Trained personnel:
• First aider – full training.
• Appointed person – basic training only.
Coverage will depend on:

• The general risk level of the workplace.
• The hazards present in the workplace.
• Accident history.
• Vulnerable persons.
• The number of workers.
• Work patterns and shift systems.
• Workplace location (geographic).
• The spread of the workplace.
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First-Aid Facilities
First-Aid Room (Possibly) Equipment
• Centrally located; First-aid boxes (minimum).
accessible by emergency Plus:
services. • Eye-wash stations.
• Clean and adequately • Emergency showers.
heated, ventilated and lit.
• Blankets.
• Hand-wash facilities,
chair, clinical-waste bin, • Splints.
etc. • Resuscitation equipment.
• Stretchers.
• Wheelchairs.
• Other equipment, as
required.
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End-of-Section Quiz
1. What is the basic function of a first-aider?

2. What should be considered when
determining the number of first-aiders on
site?
3. What other factors should be considered
when evaluating the overall level and type
of first-aid provision for a site.
©
RRC International

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Management of International

Health and Safety

ORGANISATIONAL HEALTH AND

Responsibility for ensuring that the workplace

Safe Place of Work

Safe Plant and Equipment

Safe System of Work

Training and Supervision

The employer carries

Ensures the safety of workers

Directors and senior managers:

Directors and senior managers can have

The way they are perceived by those lower in

What are the typical responsibilities of a

Workers must also

These two groups have similar

If a client can be held responsible for an injury

• Selecting the contractor.

• Planning the work.

• Co-ordinating the work.

• Monitoring the work.

• Hazards posed by the site and work carried out.

• Ensuring activities don’t conflict.

Auditing against agreed method

• This may include:

1. To whom does an employer owe a duty

THE CONCEPT AND SIGNIFICANCE

What do we mean by the term “health and

What features would you expect to see in an

The safety culture of an organisation is the

What factors could result in the deterioration

In groups, a hierarchy naturally forms:

1. Give a definition of health and safety

Graphic taken from HSG48 from

A competent person isn’t just one who is

Perception – the way a person interprets

On the following slide there is a graphic.

Factors that can affect perception of hazards

How can workers’ hazard perception be

• Understand why hazards are not noticed by

1. What three key factors influence a

IMPROVING HEALTH AND SAFETY

In groups, discuss the leaders that you have

From here, think about what managers can do

Sometimes rules are broken.

A supervisor who orders the team to cut

List as many methods of communicating in the

What are the advantages and disadvantages of

• Often a legal requirement to consult with

Introduction of new measures affecting

Helps workers understand:

Factors to be considered include the:

Maintain training records:

Design a health and safety induction training

1. How can directors/managers demonstrate

Why do we need them?

What emergency situations would the

Be prepared to feed back to the group.

The organisation needs to

• Drills and exercises.

1. What types of emergency situation might

REQUIREMENTS FOR, AND

treatment can be given.

Must inform people of these arrangements.