Aim

To outline to the senior team an internal plan of

action to ensure Health and Safety standards are

followed.

Objectives
Understand accidents are caused by the absence of

managerial control
the importance of organisational factors
a systematic approach to ensuring health and safety

Introduction - Safety Culture

Indicators of poor health and safety at work

Accidents

Absenteeism

Sickness Rates

Staff Turnover

Legislation Compliance

Staff Complaints

So are you doing what you need to do?

You need to answer fundamental questions such as:
What are the strengths and weaknesses of your

organisations health and safety performance, and are there

any barriers to change?
How reliable and sustainable for the future are the measures
currently in place?
If your organisation is getting risk control right, why is that?
For example, does performance depend on one persons
dedication and enthusiasm or is it a key value across the
organisation?
If there are problems, what are the underlying reasons, eg
competence, resources, accountability, or lack of

Introduction Legislation
Health and Safety at Work Act 1974, under this act:

Employers must ensure the:

Health, safety and welfare of employees
Health, safety and welfare of others
Employers must:
Manage health and safety
Risk assess
Train to ensure competency
Provide a safe workplace
Provide safe methods of work
Provide a health and safety policy if 5 or more
employees.

THE ACCIDENT HIERARCHY

MANAGEMENT
SYSTEMS

ROOT CAUSE

WORK ACTIVITIES

OPERATING RULES

VIOLATIONS

ACCIDENTS

MISTAKES

DIRECT CAUSE

Introduction Incident/Accident
What is an Accident?

Accident = Incident + Consequences

What is an Incident?
Incident = sequence of actions or events

How do you ensure Health and Safety

Standards?
Possible internal plan of action could be to:
Identify the key health and safety priorities in the business
Concentrate efforts on these priorities
Assess the risks to employees and others

Eliminate risks where possible. If impossible then reduce them

to an acceptable level
Devise safe systems of work
Inform and train the workforce
Involve the workforce and health and safety representatives in
decision-making on health and safety issues
Regularly review how well they are doing

Introduction - Legislation
There are wealth of regulations under the Health

and Safety at Work Act 1974.

One of them is the Management of Health and
Safety at Work Regulations 1999.
Regulation 5 of the Management of Health and
Safety at Work Regulations (MHSWR) 1999,
requires employers to put in place arrangements
to control health and safety risks.

Management of Health and Safety at Work Regulations

1999
Organisations should have, as a minimum, the processes
and procedures required to meet their legal requirements;
a written health and safety policy;
assessments of the risks to relevant persons;
display the Health and Safety Law poster; or provide workers with

the associated leaflet;

arrangements for the effective planning, organisation, control,
monitoring and review of preventative and protective measures
that come from the assessment of risks;
access to competent health and safety advice; and
consultation with employees about their risks at work and current
preventive and protective measures.

Health and Safety Management

Systematic use of techniques to identify and

remove hazards, the control of risks which

remain, and the use of techniques to
influence the behaviour and encourage safe
attitudes.
This
is the primary responsibility of
management.

Health and Safety Management

Organisations will have management processes or

arrangements to deal with payroll, personnel issues, finance

and quality control managing health and safety is no
different.
You cannot do it, without a system in place.
It cannot be a one-off intervention.
INPUT

PROCESS

OUTPUT

FEEDBACK

Organisation
External Environment

Health and Safety Management System

Organisations may

choose bespoke
management systems,
such as the POPMAR
model from HSG65, ISO/
BSI 18001 e.t.c.,
But the plan, do, check,
act/review model is at
their core.

Health and Safety Management System

Whatever model, system or process a duty holder

uses, it is likely to be based on an approach of plan, do,

check and act/review.

To act/review is to learn and improve from experience,

ensuring continual improvement.

Actions involved in delivering effective arrangements

PDCA
Approach

Plan
Do

Check

Act

Conventional Health and

Safety Management

Process Safety

Determine your policy/Plan for

implementation

Define and communicate acceptable

performance and resources needed

Profile risks/Organise for health and

safety/Implement your plan

Identify and assess risks/Identify controls/

Record and maintain process safety
knowledge
Implement and manage control measure

Measure performance (monitor

before events, investigate after
events)
Review performance/Act on lessons
learned

Measure and review performance/Learn

from measurements and findings of
investigations

OHSAS 18001
1.
2.

Continual
Continu
Improvement

Improvem
al
ent
3.

Management
Manageme
Review

Revie
nt
w

Checking &
Checking
Corrective
Correctiv
Action

&
Actio
e
n

Status
OHS Policy
Review
OHS
OHS
Policy
Policy
Planning
Plannin
Planning
g
Implementation

4.

& Implementation
Operation
& Operation

5.

OH&S Policy
1.1. The Health & Safety Policy
Planning
2.1. Planning for hazard identification, risk
assessment and control
2.2. Legal and other requirements
2.3. Objectives
2.4. OH&S management programme(s)
Implementation and Operation
3.1. Structure and responsibility
3.2. Training, awareness and competence
3.3. Consultation and Communication
3.4. Documentation
3.5. Document and data control
3.6. Operational Control
3.7. Emergency preparedness and response
Checking and Corrective Action
4.1. Performance measurement and monitoring
4.2. Accidents, incidents, non-conformances
and corrective and preventative action
4.3. Records and record management
4.4. Audit
Management Review
5.1. Management Review

Plan-Do-Check-Act Approach (PDCA)

You may need to go
round the cycle more
than once, particularly
when:
starting out;
developing a new
process, product or
service; or
implementing any
Health and Safety change.

Conclusion and Recommendation

Essential Principles

The core elements

to effectively
managing for health
and safety

Finally....
Health and safety is a fundamental part of

business. Boards need someone with passion

and energy to ensure it stays at the core of the
organisation.
An organisation will never be able to achieve the
highest standards of health and safety
management without the active involvement of
directors. External stakeholders viewing the
organisation will observe the lack of direction.
Board level involvement is an essential part of
the 21st Century trading ethic. Attitudes to health

Safety in bakeries

Questions!

Thank you for listening!