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.
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.
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!
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.
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