Element A6. Element A6

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2 ORGANISATIONAL FACTORS Internal influences Depend on the maturity of the organisation This maturity and how it is displayed = The culture of the organisation Positive / negative

3 INTERNAL INFLUENCES Finance Provision of adequate finance is important Must be used wisely Risk ficussed approach to H+S Priorities are resourced first Without this = negative influence Essential to plan H+S measures in advance

4 INTERNAL INFLUENCES Production targets The setting targets / objectives is a positive way of influencing the organisation Provided they are realistic and achievable Achievable = met in a safe and healthy manner Not uncommon for employees and MGT to take risks to achieve targets

5 INTERNAL INFLUENCES Trade Unions Influence depends on views of members / reps Reps who do both roles = diluted efforts on H+S Stand alone H+S reps = more focussed and less reactive Reps training = influence through H+S knowledge

6 INTERNAL INFLUENCES Organisational goals Set out in Policy Statement Established to meet legal and moral obligations SMART

7 INTERNAL INFLUENCES Culture Value and beliefs of the organsiation (Positive / negative influence) Natural unconscious bias to production over H+S Short term thinking / reactive approach = strong negative influence

8 INTERNAL INFLUENCES Culture Value and beliefs of the organsiation (Positive / negative influence) Considers issues in short / med / long term Has strong planning and proactive approach = strong positive influence

9 EXTERNAL INFLUENCES Depends on current status of the MGT of H+S 3 broad stages Young Immature Mature

10 STATUS OF H+S MGT Young Driven by events that are occuring and pressure from external authorities Sees remedies as technical in nature Operating at level 1

11 STATUS OF H+S MGT Immature Driven by unplanned events, beginning to establish systems in anticipation of events Prevention systems = those req d by law R/A s, procedural in nature Operating at level 2

12 STATUS OF H+S MGT Mature Considerable resources, active systems and practices Observes opportunities for improvement Preventative systems are behavioural in nature Operating at level 3

13 Legislation EXTERNAL INFLUENCES Past = tend to be punitive Now = preventative action and self development Influence = want to comply prospect of punishment Parliament Decides what laws are approp. 2 way process lobbying / cons. Etc = mod / delay of legislation Enforcement Authorities Influence organisation level of performance Courts / Tribunals After the event

14 Contracts EXTERNAL INFLUENCES There are set STDS for H+S perf of suppliers / contractors Clients / contractors H+S req s written into contract Competent / aware of stds TU s Through TUC influence development of Regs / ACOPS Insurance co s To minimise risks and control level of premium

15 TYPES OF ORGANISATION FORMAL Hierarchical structure (Org. Charts) INFORMAL Personal relationships Verbal communications Undermine established systems

16 LARGE OR SMALL ORGANISATION Small Less formal Less specific with auth / resp / accountability Large Number of layers of MGT Communication more difficult SNR MGT can be remote Less involved and unaffected by H+S

17 ROLE OF MGT To complement policy of org. Communicate with SNR MGT Plan H+S into work activities Work with tech staff Monitor Review Improve work systems Line MGT / H+S Pract Established relationship Pract Report to SNR MGR not Prod MGR (Conflict)

18 CONFLICTS Difference between goals of Org and Individuals Workers Taking risks Makes life easier Rewards for prod targets

19 GOALS / NEEDS OF INDIVIDUAL Achieve sense of involvement / ownership All play a part POSITIVE CULTURE COLLECTIVE COMMITMENT

20 3 RD PARTY CONTROL Contractors Visitors Trespassers Public Criminal law duties owed to 3 rd parties HASAWA sections 3, 4, 7, 8 MHSWR regs 3, 8, 11, 12

21 CONTRACTORS Check list vetting Assessment of contractors Competent / professional Risk control Proactive exercise Consultation prior to commencement Discuss H+S req s and precautions Workforce and 3 rd parties

22 CONTRACTORS Use of owners equipment Contractors expected to provide own equip. Must not use owners equip without permission Only use owners utilities with authority Control of contractors Liaison daily basis Access sign in etc PTW ensures all risks / controls ID d before work

23 CONTRACTORS Monitoring Include in routine inspections PPE etc Reporting and Investigation Report incidents to occupier Review meetings Regular

24 CONTRACTORS Completion Reports Control of Risks Client and contractor Owe each other duty to control risk arising from their activities

25 CONTRACTORS Risks associated with on-site contractors Plant and M/C Noise Fire protection plan procedures Dangerous substances / waste PPE Vehicles internal policies speed limits etc Site Clearance on completion of work

26 VISITORS Risks associated with visitors Responsibility lies with whoever is in control of premises R/A All types of visitor including trespassers Office / driver unloading / clients Foresee risk and implement controls

27 CONSULTATION Provides opportunity to comment on H+S issues Provides employer with insight into impact of H+S issues TWO WAY PROCESS SRSC Regs HSCER 96 non union Health and safety consultation with employees regs 1996

28 CONSULTATION NON UNION Formal HSECR 96 To consult in good time Employees choice Consult with Rep Of Employee Safety RES or Directly with employer

29 CONSULTATION Informal Discussion groups Safety circles Most affected groups Dept meetings Employee discussions

30 BEHAVIOURAL ASPECTS - CONSULTATION IF MGT view cons. on H+S a burden = conflict Consultation not a substitute to H+S arrangements Supplement

31 BEHAVIOURAL ASPECTS - CONSULTATION Employees Can have negative impact Getting back at MGT Attitudes on both sides say great deal about the culture

32 CULTURE AND CLIMATE Collection of Attitudes Values Beliefs produce a culture Positive Negative Neutral

33 CULTURE AND CLIMATE Style of MGT = crucial Strong leadership and commitment to H+S If only interested in production Negative culture will follow

34 CLIMATE CULTURE AND CLIMATE Current position on H+S Measured at intervals H+S MGT has most influence on behaviour Individual will fit into culture and act accordingly TOP DOWN COMMITMENT

35 CULTURE AND CLIMATE Indicators of culture Effective communication Leadership and commitment Equal priority H+S / Production / Finance etc Accident investigation and Near Miss Feedback To employees Consultation Trust

36 CULTURE AND CLIMATE Climate assessment tools HSE Climate Survey Tool (CST) Perception survey Findings of acc / inc investigation Effectiveness of communications Evidence of commitment at all levels Measure achievement against STDs set Audits Promptly dealing with shortfalls

37 CULTURE AND CLIMATE Factors affecting culture Positive Promotes MGT and employee commitment Top down ID and set STDs KPI s Achievable

38 CULTURE AND CLIMATE Factors affecting culture Negative Lack of top down Organisational change Upheaval Resistance to change Mistrust through poor communication Mixed signals