IOSH SAFETY COURSE CLASS 4

Quiz


1.On average, ………… people are killed at work every year.

This is approximately ………… people every week.


2.On average, ………… workers are seriously injured at work each year.

This is around one every ………… minutes. A further ………… workers are off work for over three days for less serious injuries every year.


3.On average, ………… days are lost each year due to workplace injuries or ill health.


4.On average, ………… people leave the workforce each year, never to return, because of harm suffered at work.

This equates to around ………… per week.

5.On average,………… managers and directors are convicted each year.

On average, there are……………cases brought to court each year and an average fine of
£22,114. However, fines of over £100,000 are not uncommon.


6.On average, ………… per cent of workplace incidents are preventable by good management.

This means that the number of reportable injuries would be reduced to around 45,000.


7.In general, a manager is ………………… for the day-to-day management of health and safety risks.


8.Managers are …………………… for their actions and may be required to explain them to others.

9.Effective health and safety management can save you money – true or false?

Here are some examples of the benefits reported:

• a saving of £12 for every £1 spent
• A 73 per cent reduction in employee insurance claims
• 18 per cent fewer days lost to injuries
• a 50 per cent reduction in civil claims!


10.Legally, an employer must be insured for at least £…………

The insurance industry pays out around £8 million every day for liability claims, such as for accidents at work, professional liability and injuries to the public on commercial premises.



11.If a worker is injured and cannot work, will insurance cover all financial losses? –
yes or no?

.…………………….. – there are/are no financial penalties if you’re injured or ill and cannot work.


12. What is the cost of workplace injury and work-related ill health each year to British society as a whole?

More than £…………………


Getting it right

  So health and safety is another thing on your list as a manager, along with budgets, discipline, communications, legal matters, HR matters, sick leave, annual leave, resources and targets, to name but a few….

But think about it… managing health and safety can give you a helping hand with managing all the other things that you have to deal with. Good health and safety management can:

• enhance your reputation

• increase your profits

• reduce wastage and insurance premiums

• maintain a happy and healthy team.

  In fact, managing health and safety is key to your business. Integrate health and safety into everything your business does. Treat health and safety matters with the respect they deserve, just like other risks to your business.

  It’s all well and good to say you agree with this, but you also have to live up to what you say – your actions must match your words. So:

• think about health and safety when planning work

• talk about health and safety with your team

• demonstrate safe and healthy behaviour.




Summary


1.  It’s important to manage safely because…


2. As a manager, your responsibilities are…

IOSH SAFETY COURSE CLASS 3

What are my responsibilities as a manager?

   OK, so we’ve talked about ‘the company’ so far – now let’s talk about you. As a manager you should already know that you have health and safety responsibilities.
As a manager, you are in the front line of safety. As the representative of the employer, you will make decisions about local safety practice. You are in control of what really happens.
Responsibility leads to accountability – as a manager, you can delegate responsibility but you can’t give away your accountability – you’re ultimately accountable.

Let’s go back to our opening scenario, where we asked you to think about a serious accident happening in your organisation. Put yourself in the position of the manager of the employee who’s had the accident.


 • you are accountable for assessing and managing the risks the employee is exposed to

 • you will have to arrange replacement labor, carry out the accident investigation, report to customers
that their orders have been delayed, and potentially liaise with enforcement officers, your insurance company and the media
 • you will have to tell your employee’s family that they won’t be coming home tonight.


When you return to your company, make a list of your responsibilities and account abilities as a manager.


Case study

  An employee was run over by a rough terrain forklift truck while he was handling plants and helping to unload still ages. It appears that he had to unload still ages of plants in different places; the driver of the forklift truck drove off without checking that the road was clear and ran over the employee. The company didn’t have a system of work for controlling vehicle movement on site. There was also no system for protecting staff from risks associated with transport. The case against the company and its director
was heard in the Crown Court. The company was fined £10,000 plus costs of £8,853, and its director was fined £5,000.



This course will help you identify your responsibilities and account abilities.

You need to know when you need to act, how to act, when not to act, when to pass things on to more senior managers, and when to call for help because you’re out of your depth.

IOSH SAFETY COURSE CLASS 2

Case study

A worker was using an unguarded drilling machine in a small engineering company
employing 15 workers. The sleeve of his jumper caught on the rotating drill,
entangling his arm. Both bones in his lower arm were broken and he suffered
extensive tissue and muscle injury. He spent 12 days in hospital undergoing major
surgery and was off work for three months. On his return he was placed on
administrative duties for five months and he was unable to operate machinery for
eight months. The managing director was prosecuted following the incident and the
total costs to the business were around £45,000. Another cost was that two
employees not involved in the accident were made
redundant to prevent the company from going out of business.

Consequently, there are three key rea to manage safely:

Moral:

 It’s not acceptable for workers to suffer injury and ill health as a result
of doing their job. Demonstrating that the organisation cares about staff safety
and health will lead to a happier and more productive workforce.


Case study:

In 2000, the pharmaceutical manufacturer AstraZeneca started a ‘Well-being’
programme for employees, which focused on the home–work balance, rehabilitation and
treatment, and health promotion. The company benefited tremendously from this
strategy; in the UK alone, absence levels are 31 per cent lower than the UK
average, saving an estimated £5 million per year. There was a 53 per cent reduction
in the number of ergonomic-related health and safety cases per million hours worked
by the firm’s UK employees in the first 6 months of 2003, and a reduction in the
number of work-related stress cases.

Legal:

 The law requires responsible people in organisations to assess reasonably foreseeable risks from the company’s activities and to put in place control measures that will reduce the risks – so far as is reasonably practicable. This is quite fair; after all, it’s the companies that create the risks! 

Financial: 

 As well as reducing the likelihood of fines and personal injury claims, managing health and safety can save money through reduced insurance premiums and safer and more effective ways of working. A reputation
as a health and safety-conscious employer can also open doors for you in gaining new business, retaining staff and recruiting new staff.

Case study:

Over the past ten years, management and employees at the GlaxoSmithKline (GSK) manufacturing site at Dartford have developed a programme that aims to improve health and safety through greater transparency and sharing responsibilities. Since 2000, GSK has enjoyed a 40 per cent reduction in employer’s liability claims, thanks to the success of the programme.

IOSH SAFETY COURSE CLASS 1

Module 1:

Introducing managing safely

Key learning points

1.  Why is it important to manage safely?
2.  What are your responsibilities as a manager?

Why is it important to manage safely?

Just for a moment, think about a serious accident happening in your organisation. What would it mean to you and your organisation?

Think about the injured workers, their personal costs, pain and suffering and the effect on their families. Workers may have long hospital stays and may never work again.

If it’s shown that the accident happened because of a failure to manage health and safety risks in the organisation, the regulator may take action, which in turn may lead to prosecutions, fines and imprisonment.

There may also be a personal injury claim from the injured person. Maybe that doesn’t alarm you too much – you’re a reasonably comfortable outfit in financial terms, and the costs aren’t going to hit you too hard.






But what about the replacement labor, accident investigation, downtime and increased insurance premiums? These are much greater than the costs of fines and compensation. Remember also that insurance won’t pay the costs of criminal fines.

And what happens when the local or even the national press and television get hold of the story about the accident? What’s the large multinational company that’s recently placed an order with your organisation going to think?
What will other potential customers, clients, employees, contractors and the local and national community think about your organisation?

You’ll probably find your loss of reputation will cost a lot more than those fines.