1 of 20

Changes to Systems and �Procedures  Using a Safety Cycle

Dr Adewale Olusola Abimbola, FHEA, GMICE.

www.edulibrary.co.uk 

​

2 of 20

Aim & Objectives

Aim: Changes to Systems and Procedures – Using a Safety Cycle.

Objectives: At the end of the lesson, the students should be able to:

  • Discuss the safety cycle in managing/reviewing safety systems and procedures.
  • Discuss the roles of legislations in managing/reviewing safety systems and procedures.

​

3 of 20

Safe System of Work (SSW) Improvement

  • After reviewing existing SSW procedures, identifying the need for new or enhanced protocols is crucial.
  • Utilise the HSE's Safety Cycle for effective improvement.
  • Embraces the 'Plan, Do, Check, Act' methodology
  • Views health and safety management as an integral facet of overall good management, not in isolation.

4 of 20

Plan

  • Planning for Effective Health and Safety
    • Defining Goals
      • Clearly outline your objectives for ensuring the health and safety of employees and others in the workplace.
      • Detail strategies for maintaining a healthy and safe work environment.
    • Responsibility Assignment
      • Allocate specific responsibilities for health and safety tasks.
      • Define tasks, timelines, and expected outcomes for those responsible.
    • Health and Safety Policy
      • Clearly articulate how health and safety will be managed within the business.
      • Comply with the legal requirement to document this policy, particularly if employing 5 or more people.

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

5 of 20

Plan

    • Risk Assessment
      • Identify potential risks and assess the adequacy of existing preventive measures.
      • Determine if additional actions are necessary to mitigate potential harm.
    • Performance Measurement and Review
      • Establish methods for measuring and reviewing the effectiveness of health and safety initiatives.
      • Regularly assess whether set objectives are being achieved.
    • Performance Metrics
      • Outline strategies for measuring and evaluating the performance of health and safety measures.
      • Ensure a proactive approach to monitoring and improvement.

6 of 20

Plan

    • Prioritising Improvements
      • Develop a systematic approach for prioritising necessary improvements.
      • Address critical areas first to enhance overall safety.
    • Adapting to Changes
      • Plan for changes in the work environment or operations.
      • Identify and adhere to specific legal requirements applicable to the business.
    • Refer to Legislation
      • Familiarise yourself with the Health and Safety at Work Act 1974 for legal obligations related to health and safety policies.

7 of 20

GROUP-ASSESSMENT TASK

Briefly discuss any FOUR important considerations in the health and safety policy sample below:

https://www.hse.gov.uk/simple-health-safety/assets/docs/example-policy-statement.pdf 

​

8 of 20

Do

  • Risk Profile Identification
    • Conduct Comprehensive Risk Assessment
      • Evaluate potential hazards in the workplace and assess their impact.
      • Identify specific risks, their potential harm, and determine risk management strategies.
      • Consider both immediate safety concerns and long-term health-related risks.
    • Legal Compliance

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

9 of 20

Do

  • Prioritising Risks
      • Identify and prioritise major risks across various domains:
        • Health and safety
        • Quality
        • Environmental impact
        • Asset damage
    • Health Surveillance: Compliance with COSHH Regulations
      • Assess circumstances requiring health surveillance as per specific regulations
      • Ensure adherence to COSHH Regulations

10 of 20

Do

  • Organising Activities for Plan Delivery
    • Worker Involvement and Communication
      • Foster a collaborative approach by involving workers in the planning process.
      • Encourage open communication to ensure clarity and discussion of relevant issues.
      • Develop positive attitudes and behaviours among the workforce.
    • Legal Compliance in Organising Activities

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

11 of 20

Do

  • Adequate Resource Provision:
        • Ensure sufficient allocation of resources for effective health and safety measures.
        • Seek competent advice when necessary to enhance decision-making.
    • Plan Implementation
      • Preventive and Protective Measures
        • Identify and implement necessary preventive and protective measures outlined in the plan.
        • Prioritise measures that mitigate risks and enhance workplace safety.
      • Tools and Equipment
        • Supply appropriate tools and equipment required for tasks.
        • Implement a maintenance schedule to ensure tools are in optimal condition.

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

12 of 20

Do

​

      • Training and Instruction
        • Provide comprehensive training and instructions for all personnel.
        • Ensure competence among workers to carry out their assigned tasks safely.
      • Supervision
        • Implement effective supervision protocols.
        • Monitor and ensure adherence to established health and safety arrangements.

13 of 20

Check

  • Performance Measurement
    • Implementation Verification
      • Ensure effective implementation of the plan, emphasising that paperwork alone is not a sufficient performance measure.
      • Verify the practical execution of the plan to ascertain its real-world impact.
    • Risk Control Assessment
      • Evaluate the effectiveness of risk control measures.
      • Determine the success of the plan in achieving its intended goals.

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

14 of 20

Check

  • Types of Monitoring
    • Active Monitoring
      • Engage in proactive monitoring methods that cover design, development, installation, and operational aspects of management arrangements.
      • Examples include routine inspections, health surveillance, and planned function checks for key equipment.
    • Reactive Monitoring
      • Employ reactive monitoring to identify evidence of poor health and safety practices and to uncover opportunities for improvement.
      • Examples involve investigating accidents, incidents, monitoring cases of ill health, and reviewing sickness absence records.

15 of 20

Check

  • Investigation Protocols
    • Accident and Incident Investigations
      • Investigate the causes of accidents, incidents, or near misses.
      • Fulfil duties outlined in the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations for employers, the self-employed, and those in control of work premises.

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

16 of 20

Act

  • Performance Review
    • Learning from Incidents
      • Extract insights from accidents, incidents, ill-health data, errors, and relevant experiences, including those from other organisations
    • Closing the Loop
      • Emphasise that reviewing is crucial as it completes the cycle, where the outcomes inform future health and safety plans
      • Ensure that lessons learned are actively integrated into future actions
    • Policy and Risk Assessment Reassessment
      • Revisit existing plans, policy documents, and risk assessments to determine if updates are necessary
      • Act on the insights gained from the review process

​

Figure 1. The Plan, Do, Check, Act cycle (Health and Safety Executive, 2013).

17 of 20

Act

  • Incorporating Audit and Inspection Reports
      • Include findings from audit and inspection reports in the review process.
      • Use this information to enhance health and safety measures.
  • Types of Information Collected
    • Active Monitoring
      • Information collected before issues arise.
    • Reactive Monitoring
      • Information collected after issues occur.
    • Data Sources
      • Accident, incident, and near-miss data.
      • Training records.
      • Inspection reports.
      • Investigation reports.

18 of 20

Act

  • Data Sources (Cont’d)
      • Risk assessments
      • New guidance
      • Worker or representative feedback
      • Checks required by law (e.g., on lifting equipment and pressure systems).

19 of 20

Self-Assessment Task

Lagging indicators measure failure. They measure a company’s incidents in the form of past accident statistics.

Leading indicators measure performance. They are measures are proactive in nature and report what employees are doing on a regular basis to prevent and control injuries.

  1. Identify three examples each of safety lagging and leading indicators in the construction industry
  2. What are the advantages of both indicators?
  3. Which is more important or do we need both?

20 of 20

REFERENCE

Health and Safety Executive (2013) Managing for health and safety. Available at: https://www.hse.gov.uk/pubns/priced/hsg65.pdf (Accessed: 03 April 2022)