Unit A Jan 07

Front 1

(a) Organisations may sometimes fail to implement good health and safety standards because they believe that the costs of implementation will outweigh any financial benefits and hence reduce profitability. Explain why such organisations often identify the costs of health and safety control measures much better than they identify the financial losses that can arise from poor health and safety standards.

Back 1

Quantifiable = Capital & running costs for providing control measures Results = immediate and visible. Harder to identify = financial losses; reduction in accidents/incidents; lack of expertise = to understand cost of accidents/incidents; Estimate = cost of loss of productivity/good will

Front 2

(b) Explain, with examples, the meaning of the terms ‘insured’ and ‘uninsured’ costs in connection with accidents and incidents at work and describe the relative size of these two costs in an organisation as demonstrated by accident costing studies.

Back 2

Cost covered by insurance = Plant damage; building damage; employers’ liability; public/third party liability; fire. Cost not covered by insurance = products; materials, overtime; temporary labour; investigation time; emergency supplies; supervisors’ time. Uninsured costs were typically from 8to 36 times greater than insured costs

Front 3

The following table shows the number of lost-time accidents recorded at two organisations involved in similar manufacturing processes. The figures in brackets show the mean numbers of employees at each organisation for the year in question. (refer to diagram). (a) Calculate and compare the annual lost-time accident incident rates for the two organisations for the years shown and comment on any trends.

Back 3

No of Accident in the period X 1000 divided by Average No of Employed during the period.
Rising trend in x with a falling trend in y

Front 4

The following table shows the number of lost-time accidents recorded at two organisations involved in similar manufacturing processes. The figures in brackets show the mean numbers of employees at each organisation for the year in question. (refer to diagram). (b) Identify any possible limitations with the data itself, or the way that it is collected, that might make direct comparisons of the rates at the two organisations unreliable or misleading.

Back 4

Different definitions of lost time accidents; different methods of reporting them; data produced by either organisation may not take into account overtime worked or accidents to part time staff or contractors; cultural issues = greater propensity to take time off in one organisation

Front 5

Outline the range of internal and external information sources that may be useful in the identification of hazards and the assessment of risk. For each source, indicate the type of information available and how it contributes to hazard identification or risk assessment.

Back 5

Internal - Accident reports; Sickness absence records; Maintenance records; Monitoring results = Noise Dust Lighting Atmospheric, etc; Job descriptions; Staff turnover; Training records. External - HSE (Health and Safety Executive); Insurance companies; World Health Organisation; Legislation including: EU Directives UK Acts and Regulations; Trade associations; Approved Codes of Practice HSE Guidance Notes

Front 6

Train drivers may spend long periods of time in the cab of a train and may be susceptible to loss of alertness. This can increase the risk of human error. (a) Describe, with examples, a range of factors which may influence the degree of alertness of train drivers.

Back 6

Environment = light, lighting, humidity, visibility, weather, alcohol, drugs shift pattern/duration, breaks. Individual = age, experience, training, senses(visual, audio), attitude, information received, drug, alcohol, fatigue. Ergonomics & design

Front 7

Train drivers may spend long periods of time in the cab of a train and may be susceptible to loss of alertness. This can increase the risk of human error. (b) Outline a range of practical measures that could reduce the risk of lack of alertness in train drivers.

Back 7

Fatigue: Introduce a shift system; introduce shift length/duration; provide regular breaks & sufficient recovery time; Drivers health: introduce pre-employment medical examination; regular in service health screening; alcohol & substance use policy (including random testing). Cabin environment: provide air condition; controls for illumination + sun shading; adjustable seating; introduce noise control measure; vary route allocation

Front 8

(a) Describe the statutory procedures for making regulations under the Health and Safety at Work etc Act 1974.

Back 8

HSWA sec 15 = power to make regulations by the Secretary of State - The procedure involves consultation by the Secretary of State with HSC (though HSC may make a proposal to the Secretary) and with relevant government and other bodies. The proposals must lie before both Houses of Parliament for 40 days and are passed if they are not voted against in either House. If there is a vote against them, they are annulled.

Front 9

(b) Outline the purpose and principles of cost-benefit analysis as it applies to proposed regulations.

Back 9

Overall value to society = identify - compare the benefits which would arise with the costs of implementing the regulations. Convert costs & benefits are both to a monetary value following established protocols for the costing of benefits in terms of the prevention of death, damage injury and ill-health. Costs are adjusted to allow for the different timescales over which costs and benefits may occur or accrue and implementation costs are estimated. Finally the calculated monetary values of costs and benefits are compared.

Front 10

Outline the factors which should be considered in the planning of a health and safety inspection programme. Information on the specific workplace conditions or behaviours that might be covered in an inspection is not required.

Back 10

Applicable legislation/knowledge; management support; Resource required to audit; prepare checklist & consult previous inspection reports; Training for auditor; Frequency of audits; Aspects to be audited e.g.. Elements of HSG65; Time required; Scoring system; feedback; Monitoring systems for results

Front 11

The refurbishment of an organisation’s offices will involve the services of several different trades from a number of small local companies and is to be completed while the building is occupied. An interior designer specialising in commercial properties will manage the project, which will last about three weeks and will require fewer than five persons to be working on the refurbishment at any one time.
(a) Outline the criteria that should be used when selecting contractors to undertake their part of the project.

Back 11

Experience = previous exp. with the type of work; Reputation = previous/current clients; References = supply; business hazards = familiar? H&S &Envtal policy and practice? History of enforcement action? Quality/detail of method statement & risk assessments; equipment maintenance records?? Accident history? Training = SHE; Competence - member of trade/professional body? Competence of con/subcontractors? Supervision - responsibility for supervision? Liaison with client? Reporting incidents/accidents? Abide by site rules? Insurance – public/employers/fire

Front 12

The refurbishment of an organisation’s offices will involve the services of several different trades from a number of small local companies and is to be completed while the building is occupied. An interior designer specialising in commercial properties will manage the project, which will last about three weeks and will require fewer than five persons to be working on the refurbishment at any one time. (b) Outline the organisational measures that the project manager may need to consider in order to ensure the health and safety of office personnel during the work.
You are not required to consider the specific risks associated with the work.

Back 12

contractors = agree schedules and timescales; induction issues = procedures for signing in and out, accident reporting, means of escape, emergency & hazards = asbestos; arrangements = delivery and storage of materials & removal of waste; arrangements for consultation between the individual contractors and the building manager; keep office employees fully informed of the timetable for and progress with the work = parts of building to which access might be temporarily restricted; performance monitoring = contractor’s health and safety

Front 13

(a) If the manual system is retained, identify measures that could be taken to reduce the probability of operator error resulting in the reaction not being quenched. (further materials + diagram required)

Back 13

operator training; job rotation; provision of an alarm to attract attention if the temperature approached a critical value; emergency stop buttons = well placed; use of a marked analogue display instead of digital display; restriction of access to the control room to minimise distraction; environmental issues to assist alertness such as lighting, temperature and noise levels

Front 14

(b) Using simple reliability theory calculate the reliability of the system shown in Fig (i). (further materials + diagram required)

Back 14

Reliability of main system: a 0.94 x b 0.85 x c 0.91 = 0.7271 (= 73%)

Front 15

(c) Calculate the improvement in system reliability that would arise from using a parallel system as shown in Fig (ii) when compared with the simpler system shown in Fig (i). (further materials + diagram required)

Back 15

Increase in reliability Reliability of standby system: = 0.7271 Reliability of system with parallel standby: 1 - (1 - 0.7271) (1 - 0.7271) = 1 - (abc 0.2729) (abc0.2729) = 1 - 0.0745 = 0.9255 (= 93%) Reliability of overall system: 0.9255 × 0.98 = 0.9070 Overall improvement of 0.1799 ((0.1799 / 0.7271 x 100) = 24.7%)

Front 16

(d) Identify the factors that should be taken into account when deciding whether to go ahead with either of the two automated protection systems.

Back 16

risk and cost evaluation of stand by system; possibility of using more reliable components in a single system; possibility of adding components in parallel rather than a complete new system.

Front 17

A factory has on its site a two-storey warehouse that is used occasionally for storing packaging materials. It is also used to house redundant equipment that includes some damaged wooden racking. The building is falling into a state of disrepair and there is a large hole in the floor-boards of the upper floor. Signs with “Danger – no entry” have been placed at the bottom of each of the two staircases and the electricity supply to the building has been disconnected. The security company that provides security cover to the site by means of regular visits has reported signs of unlawful entry into the warehouse, and it appears that some of the racking has been removed.
Outline the possible breaches of civil statute law and criminal statute law that this situation may present and in each case, explain the relevant duty and identify the duty holder.

Back 17

Civil Law- Occu Liabi Acts of 1957= occupier of premises owes a duty to ensure the safety of lawful visitors to the premises in respect of dangers arising from the state of the premises or things done or omitted to be done in them. Security staff - considered lawful visitors & erection of signs might not be considered a sufficient precautionary measure given the state of the building.
Occu Liabi Acts of 1984 = occupier owes a similar duty to persons other than lawful visitors. Breach = he/she should have reasonable grounds to believe that persons may be placed at risk and the risks are those against which he/she may reasonably be expected to offer some protection. In this case the employer has been advised of unlawful entry into the building and, apart from erecting notices has done little else to meet his/her obligation under the Act.
criminal law - sections 2-4 of the Health and Safety at Work Etc Act 1974; duties in the Management of Health and Safety at Work Regulations 1999 relating to risk assessments, health and safety arrangements and arrangements for employers sharing worksites or employees working in host employer’s undertakings. Imposes duty on the owner of the premises and the respective employers in respect of the safety of the security company employees, any of the factory’s own employees who may enter the warehouse and any potential trespassers such as children.

Front 18

A multi-site business in the UK has a quality management system compliant with ISO 9001:2000. It also has a health and safety management system and an environmental management system that operate independently. The Board of Directors is now considering the possibility of developing an integrated management system encompassing all three elements. In order that a decision can be made objectively, prepare a brief for the Board that explains the key potential benefits of:
(a) an integrated management system

Back 18

For Integration = Team approach; Improved and/or equal culture for all standards/disciplines; Reduction in costs- Combined audits -Less duplicates -Same format used -Combined information systems; Equal influence; Holistic approach to risk management; Equal business priority

Front 19

A multi-site business in the UK has a quality management system compliant with ISO 9001:2000. It also has a health and safety management system and an environmental management system that operate independently. The Board of Directors is now considering the possibility of developing an integrated management system encompassing all three elements. In order that a decision can be made objectively, prepare a brief for the Board that explains the key potential benefits of:
(b) retaining the existing system of separate management systems.

Back 19

Against Integration = Existing systems may work well; One discipline may require a more complex system to meet business needs; Health & Safety / Environmental have a minimum legal requirement; Potential loss of professional disciplines required; Customer demand -ISO/OHSAS required - Complex auditing; Business exposure during integration period; Resistance to change

Front 20

(a) Distinguish between:
(i) common law and statute law

Back 20

Common Law – judge made law through judicial precedent; not written down; duty of reasonable care; basis of most civil cases. Statute Law – established by parliament; written down in Acts and Regulations; failure to comply constitutes criminal offence

Front 21

a) Distinguish between:
(ii) civil law and criminal law

Back 21

Civil Law – resolve dispute of contract; compensation; balance of probability; insurable. Criminal Law – regulate criminal; punishment; beyond reasonable doubt; not insurable

Front 22

(b) Employers have a duty under common law to take reasonable care to ensure the safety of their employees. Outline the nature of this duty, using practical examples and referring to case law where appropriate, in terms of:
(i) safepremises (ii) reasonably competent fellow employees.

Back 22

Safe premises = Employers – provide/maintain reasonably safe premises; consider any reasonably foreseeable risk that might occur; take reasonable steps to address the risks; regular inspection/repair of premises/equipment (Bradford v Robinson Rentals Ltd [1967])
Competent Employees = Employers – take reasonable care to select, train, instruct, monitor & take action in cases of dangerous behaviour (Hudson v Ridge Manufacturing Co Ltd 1957 – in the course of employment