ELEMENT 3
Managing risk –
understanding people
and processes
Contents
3.1 Health and Safety Culture :Describe the concept of health and safety
culture and how it influences performance
3.2 Improving health and safety culture: Summarise how health and safety
culture at work can be improved
3.3 How human factors influence behavior positively or negatively:
Summarise the human factors which positively or negatively influence
behaviour at work in a way that can affect health and safety
3.4 Assessing risk: Explain the principles of the risk assessment process
3.5 Management of change: Discuss typical workplace changes that have
significant health and safety impacts and ways to minimise those impacts
Contents (cont.)
3.6 Safety systems of work for general work activities: Describe what
to consider when developing and implementing a safe system of work
for general activities
3.7 Permit to work systems: Explain the role, function and operation of
a permit-to-work system
3.8 Emergency procedures: Discuss typical emergency procedures
(including training and testing) and how to decide what level of first
aid is needed in the workplace
Learning Outcomes of Element 3
Positively influence health and safety culture and behaviour to improve
performance in their organization – Element 3.1 - 3.3
Do a general risk assessment in their own workplace – profiling and prioritising
risks, inspecting the workplace, recognising a range of common hazards,
evaluating risks (taking account of current controls), recommending further
control measures, planning actions)- Element 3.4
Recognise workplace changes that have significant health and safety impacts
and effective ways to minimise those impacts- Element 3.5
Develop basic safe systems of work (including taking account of typical
emergencies) and knowing when to use permit-to-work systems for special
risks – Element 3.6 - 3.8
3.1 Health and Safety Culture
Syllabus content:
Meaning of the term ‘health and safety culture’
Relationship between health and safety culture, and health and safety performance
Indicators of an organisation’s health and safety culture:
• incidents, absenteeism, sickness rates, staff turnover, level of compliance with
health and safety rules and procedures, complaints about working conditions
Influence of peers on health and safety culture
Concept of health and safety culture
Definition of ‘health and safety culture’
“The safety culture of an organisation is the product
of individual and group values, attitudes, perceptions,
competencies and patterns of behaviour that
determine the commitment to, and the style and
proficiency of, an organisation’s health and safety
management”
ACSNI Human Factors Study Group: Third report - Organising for safety HSE Books 1993
Concept of health and safety culture
Characteristics that make up a positive safety culture:
An informed culture – one in which persons who manage and operate the
system have current knowledge about the human, technical,
organisational and environmental factors that determine safety of the
system as a whole
A reporting culture – persons are willing to report errors and near misses
A just culture – Culture of ‘no blame’ with an atmosphere of trust
A flexible culture – characterised as shifting from the conventional
hierarchal mode to a flatter professional structure
A learning culture – willingness and competence to draw right conclusions
from its safety management system and the will to implement major
reforms as needed
Concept of health and safety culture
Correlation between health and safety culture and
health and safety performance
Research has shown that improvements in safety
management are influential in achieving a positive safety
culture
This leads to reduced accident rates, which is seen as a
positive step forward, which is a further influence on the
safety culture
8
Indicators to assess an organisation’s health and
safety culture
Specific tangible outputs indicators:
Number of Accidents/Incidents/Work-related illnesses
Sickness and Absenteeism Rate
Staff turnover
Complaints about working conditions
Level of compliance with health and safety rules and procedures
Indicators to assess an organisation’s health and
safety culture
Other indicators that are used to assess health and safety culture as it
relates to management include:
Values and goals stated in Health and Safety Policy
Visible leadership and commitment
Level or priority health and safety are given
Management and employee consultation and co-operation
Tracking of leading and lagging indicators
Timely completion of corrective and improvement actions
Influence of peers on health and safety culture
Peer - the people that work with an individual. They are usually at the
same level within the organisation as the individual or belong to the
same group e.g management team or health and safety committee
Some individuals desire a sense of belonging and therefore they are easily influenced
by what people think of them and may act in a manner that ensures that they are
included by their co-workers. This can include following the behaviours of those
around them.
Since peer influence can have a negative or positive effect on the health and safety
culture within the organisation, it is important to anticipate the influences of peers
and plan to use this to influence the promotion of a positive health and safety culture.
Factors promoting a negative
health and safety culture:
Ӽ Change (Company reorganisations)
Ӽ Lack of management commitment
Ӽ Lack of communication
Ӽ Low workforce morale
Ӽ Increased accidents
Factors promoting a positive
health and safety culture:
Effective communication
Leadership and commitment
Equal priority
Incident (accident) investigation
Consultation
3.2 Improving health and safety culture
Syllabus Content:
Gaining commitment of management
Promoting health and safety standards by leadership and example and
appropriate use of disciplinary procedures
Competent workers
Good communication within the organisation:
benefits and limitations of different methods of communication (verbal, written
and graphic)
use and effectiveness of noticeboards and health and safety media
co-operation and consultation with the workforce and contractors, including:
- benefits of worker participation (including worker feedback)
- the role of health and safety committees
3.2 Improving health and safety culture
Syllabus Content:
When training is needed:
induction (key health and safety topics to be covered)
job change
process change
introduction of new legislation
introduction of new technology.
How health and safety behaviour at work
can be improved
Securing commitment of management
Promoting health and safety standards by leadership and example
Competent personnel
Effective communication within the organisation
Encouraging co-operation and consultation
Training
Accountability and Control
According to the Health and Safety Executive the four C s of a
positive health and safety culture are :
Method of Control- gaining commitment, allocating
responsibilities, instruction and supervision
Co-operation between all levels of the organisation
Methods of Communication
Competence- recruitment, training, advisory support
Implementing these will encourage a positive health and safety culture
Securing commitment of management
The level of commitment management shows to health and safety is
pivotal to improving the health and safety behaviour at work
Applicable to senior and line management
Management is responsible for creation of good health and safety
behaviour and must accept this responsibility by making a commitment
Management can show commitment by giving equal priority to health and
safety as other organisational objectives
Promoting health and safety standards by
leadership, example and disciplinary procedures:
Management at all levels must send clear signals to all in the workplace of the
importance of observing the health and safety set standards
Leadership through example e.g. using PPE, following procedures, attending training
Conducting audits and inspections to ensure key performance indicator (KPI)
standards for health and safety (achievable and not competing with other company
standards eg. production and quality) are being met
Clear signal that health and safety have equal priority as other organisational
objectives
A blame approach is avoided but where there is blatant disregard for health and
safety, individuals no matter the level in the organisation, is held responsible
Promoting health and safety standards by leadership,
example and disciplinary procedures:
Control- Clear demonstration of commitment, an organisational structure in
which responsibilities are clear and people are accountable. Emphasis is on
collective effort to develop and maintain systems of control before the event
Control is brought about by:
Setting standards
Allocating responsibilities and authority
Communicating standards and getting the commitment of workers to clear
health and safety objectives
Meeting the standards
Nominating a senior person to monitor policy implementation
Managers take full responsibility for controlling the factors that can lead to loss
Encourage worker health and safety representatives to contribute
Competence
Competence – Systematic identification and development of skills
resulting in a workforce that is well informed and knowledgeable about
risks and the precautions and procedures that exist for controlling risks
Assess skills needed to carry out task safely
Provide means to ensure that workers (including temporary staff)are
instructed adequately and trained
Ensure that workers on dangerous work are trained and experienced to
conduct the work safely
Arrange and encourage access to advice and help
Competence
More than just training
Relevant knowledge, skill and work experience
Individual aptitude, dexterity and physical ability may also be
important
Use of simulation equipment for high risk tasks to develop skills
Close supervision of trainees and workers
Managers should be tested for range of competencies before being put
into position and coached to develop the right skills and experience
Communication
Communication may be defined as ‘ a process by which information is
exchanged between individuals through common systems, signs or behaviour’.
What should be communicated:
Health and Safety Policy
Risk Assessments – hazards, risks, preventative and control measures
Safe Operating Procedures
Key Performance Indicators
Training Schedules
Feedback on Performance and other health and safety issues
Accidents, injuries, near misses
Lessons Learnt e.g. from accident/near miss investigations
Effective Communication
The person who initiates
the message
Sender
Process of turning
The return message thoughts or feelings to
Feedback Encoding
communication
Process of evaluating
message and making it Decoding Message Content communicated
meaningful
Receiver
Person who obtains the
message
Effective communication within the organisation
Two aspects of communication:
Content – Receiver can be influenced by facts, opinions,
suggestions put forward and influenced by the additional
content
Relationship – Receiver also influenced by the ‘way’
content is presented and relationship it suggests between
themselves and the speaker
Effective communication within the organisation
Job of middle and first line manager (supervisor) to translate decisions
from senior managers into action and be aware of needs, desires,
capabilities and expectations of workers in order to communicate
them to senior managers
Is seen as giving information and explanation to ensure that
information is properly understood so proper decisions are taken
If workers feel that their communication is unimportant then they
would not bother. Hence, it is important to provide managers and
workers with feedback on what they communicate
General principles of communication
Communicate in a form capable of being understood by the
recipient
Use closed questions (yes/no responses)
Use open ended questions to investigate understanding
Be assertive but not aggressive
Keep content concise
Use clear and unambiguous terms
Check to ensure that receiver understands
Direct themselves towards the intended recipient
Communication methods- Verbal communication
Two-way forms of verbal communication provides the benefit of being able
to communicate and receive confirmation of understanding clearly and
promptly
Message can be delivered in small portions, ensuring understanding after
each bit of information
Point to note, when verbal communication is not taking place face to face
but with the use of two-way radios, video links or electronic speaks, it is
important to ensure that the receiver is clearly hearing and understanding
what the sender is saying.
e.g. International Civil Aviation Organisation assigns codes to letters in the
English language
Communication methods- Written communication
Have reader in mind when producing text
Use of plain English
Use of reports
Introduction and background
Summary
Main body of the report
Conclusion
Recommendations
Communication methods- Graphical communication
Used instead or in support of other communication forms
Avoids problems where workers have limited reading or English
language abilities
Used for health and safety signs where colour and pictorial
representation of hazards is needed and will be more effective
Barriers to effective communication:
Noise and distractions
Ambiguity
Inattention
Lengthy communication chains
Mental difficulty
Sensory impairment
Complexity of information
Use of technical jargon
Inexperience on the part of the recipient
Language and/or dialect of speaker
Barriers to effective communication that may lead to workers
failing to comply with health and safety instructions or
procedures
Lack of trust
Peer group pressure
Inadequate training
Lack of involvement in consultation
Risks not perceived
Unrealistic procedures
Poor organisational safety culture
Complacency or lack of motivation
Fatigue and stress
Other priorities and pressures
Mental and/or physical capabilities not taken into account
Use and effectiveness of various communication
measures
Notice boards
Health and safety media
o Moving image media
o Poster campaigns
Toolbox talks
Memos/emails
Worker handbooks
Notice boards
Traditionally used to post safety information
Information is available to everyone
Should only be used for general statements or to keep workers aware of
current info or proposed developments
Should not be used where currency or completeness of information
impacts critical safety issues
Information must be kept up to date and legible
Relies on a person’s ability to read, understand and apply the
information
Must be in appropriate language
Moving image media
Used to renew attention during periods of training
Enables training to expand outside the training room or experience of
delegates e.g. provide practical examples of hazards and control
measures
Acts as stimulus to keep participates attentive
Commonly used at site inductions to provide information about the site,
rules and procedures
The display of shocking images of work related injuries and illnesses may
or may not affect changes of the attendees. It can be too graphic and
workers may put up hesitant to receiving more information
Poster campaigns:
Can be an inexpensive and visible way of showing
safety commitment but can be self-defeating if to
much reliance is placed on them
To be effective, messages must be:
o Positive
o Aimed at the correct audience
o Believable
Poster campaigns
Disadvantages:
Advantages: o Regular changing of posters to
Relatively low cost maintain attention to them
Flexibility o May become soiled or out of date
Brevity o May be seen as trivialising serious
matters
Use in reinforcing verbal info
and as a constant reminder of o May alienate people if poor
important health and safety stereotypes are used
issues o No direct way of assessing its
effectiveness
o May be seen as a way of discharging
the responsibility of sharing health
and safety information or shifting
responsibility to workforce in case of
an accident
Toolbox Talks
Used in work operations that are run on a continuous shift
basis
Good for fast communication on specific subjects
Relies on cascade of info from supervisor to team leader to
work group
Issues raised may be recent, current or future
Two-way communication is encouraged
Used as means to encourage workers to practice good health
and safety behaviours
Memos/e-mails
Used for short term issue communication
Easier and faster than a formal document change procedure
Safety issues may be concerned with person, job or work patterns
Effective as it is written and states what is to change and from when
Relies on individual interpretation and understanding
Is a proof of issue (but not necessarily of receipt)
Software to check if recipient opened a document but not if it was
read, understood and actioned
Worker handbooks
Issued to new workers at induction
Communicate site rules and info eg. Accident and injury
reporting mechanisms
Contain information on site emergency arrangements
Must be recalled and re-issued when changes occur
Consideration should be given to the way the handbook is
bound and where workers may keep the information
provided
Co-operation and consultation with the
workforce and contractors
Employee consultation is governed by the following two regulations:
The Safety Representatives and Safety Committees Regulations 1977 (as amended)
The Health and Safety (Consultation with Employees) Regulations 1996 (as amended).
• In workplaces where there are recognised trade unions especially for the purpose of
collective bargaining, the Safety Representatives and Safety Committees Regulations
1977 (as amended) will apply.
• In workplaces there are no recognised trade unions, the Health and Safety
(Consultation with Employees) Regulations 1996 (as amended) will apply.
Co-operation and consultation with the workforce
and contractors
Co-operation and consultation- Employees are involved in planning and
developing safe systems of work as well as monitoring performance. An
atmosphere in which everyone is actively involved in continuous improvement
Consultation with workers and their representatives is essential to the success of
Health and Safety Management Systems and positive health and safety culture
Consultation is a two-way process
Involve them in planning and performance review, writing procedures and solving
problems
Information on loss and experience should be obtained from and shared with
contractors
Roles and benefits of worker participation
To provide employer with a wider insight into how risks affect workers, effectiveness
of current control measures and obtain the worker’s perspective on proposed control
measures
To draw worker’s experience and knowledge of unwritten methods of working
Improve effectiveness of health and safety measures and provide more co-operation
Direct employee/representative-manager consultation
Roles and benefits of safety committees
and employee feedback
Provides a forum for discussion ideas and recommendations
Provides opportunity to identify safety and health matters
Enables a number of perspectives to contribute to solving problems
Cumulative perspective reduces likelihood of issues becoming personalised
Adds weight to issues which may lead to them being addressed faster
Reinforce a co-operative approach between managers and workers
Encourages a proactive approach to health and safety
Worker feedback provides insight and enable difficulties in working with
control measures to be identified. Action taken following feedback should be
communicated to workers to encourage future participation
Requirements for effectiveness of Health and Safety
Desire of both worker representatives and management to show honest
commitment and a positive approach to accident prevention and safe
systems of work
Clear objectives and functions
Even balance between management and worker representatives
Agenda agreed, distributed in advance and adhered to in meeting
Effective chairing
Full member participation
Minutes or notes promptly distributed
Requirements for effectiveness of Health and Safety
Personal copy of minutes provided to each committee member and
top manager of organisation
Effective publicity given to discussions and recommendations
Access to organisation’s decision-making processes through the chair
person so that committee’s views are taken into account
Speedy management decisions on recommendation and promptly
translated into action
Regular meetings as appropriate
Meetings not cancelled or postponed unless in exceptional cases
Requirements for effectiveness of Health and Safety
Dates of meetings arranged and known in advance
Access to health and safety expertise
Sub-committees established if needed
Roles and communication lines from and to the committee are
determined and monitored for effectiveness
Appropriate topics
Functions of health and safety committee
To consider adequacy of communication and publicity in the
workplace
To consider new developments and proposed changes
To assist in the development of safety rules and systems of
work and procedure
The provision of a link with enforcing authority
Functions of health and safety committee
Review measures taken to ensure health and safety
Examination of safety audit reports
To consider enforcing authority reports and info releases
To consider reports that safety representatives may wish to
submit
To consider effectiveness of the health content of worker
training
Requirements for effectiveness of
Health and Safety Committees
To be considered:
Composition
Frequency of meetings
Agenda and minutes
Requirements for effectiveness of
Health and Safety Committees
Composition:
Chairperson
Secretary
Management representatives
Worker representatives
Operation supervision
Health and safety practitioner
Other management
Requirements for effectiveness of
Health and Safety Committees
Frequency of meetings is dependent on:
Organisation’s nature of business
Risks involved
How active health and safety program is
Items on the agenda
Local consideration
Requirements for effectiveness of
Health and Safety Committees
Agenda and minutes:
Apologies for absence
Minutes of previous meeting
Matters arising
Reports of health and safety practitioner
Other reports
New items
Date of next meeting
Training
According to the ILO:
‘The primary role of training in occupational safety and health is
to promote action. It must therefore stimulate awareness, impart
knowledge and help recipients adapt to their own roles. Training
for the acquisition of technical skills should therefore always
include an OSH component.’
Types of training:
o Specialist training
o Internal and external courses
o Formal and informal training
Training
When training is needed:
Induction training for new workers (key health and safety topics to be
covered)
Refresher training
Job change
Process change
Introduction of new legislation
Introduction of new technology.
Benefits of training to employee:
Morale
Reduction in personal injury
Better welfare awareness
Development experience faster
Increases flexibility of staff
Benefits of training to employer:
Reduction in losses
Reduced claims
Reduced prosecution
Increased profits
Induction training for new workers:
Review and discussion of policy
Specific requirements as per job specification
Fire and emergency procedures
Welfare facilities
First aid
PPE
Refresher training
Provide to managers and workers
Re-enforce manager’s and employer’s desired approach
Frequency: this should be based on the consequences of the
individual not working the way they were trained resulting in
high risks
Where investigations show that causes of accidents/incidents,
or ill-health were linked to competence
Where employees have been away from the workplace for
long periods
Job change / process change
Introduction of new substances / processes
Changes in working procedure
Changes in work patterns
Review of risk assessments
Introduction of new legislation
Employers have a duty to bring to the attention of
workers specific changes in legislation
Changes that may affect personal safety include
revisions of limits of exposure to noise
Where a reduction in occupational exposure limits may
cause workers to adopt more stringent exposure controls
Introduction of new technology
Often requires the adoption to new work practices
Such training will include developing skills to
interpret equipment control layout and data display
3.3 How human factors influence
behaviour positively or negatively
3.3 Syllabus Content:
Organisational factors, including: culture, leadership, resources,
work patterns, communications
Job factors, including: task, workload, environment, display and
controls, procedures
Individual factors, including: competence, skills, personality,
attitude and risk perception
Link between individual, job and organisational factors.
Human factors influencing safety related
behaviour
Organisational factors
Job/task factors
Individual factors
Organisational factors
Organisational factors that affect health and safety
behaviour:
Health and safety culture
Approach to responsibilities and leadership
Resource provided to achieve health and safety
Communication
Standards and procedures established
The way work is planned
Organisational factors
Ways to manage organisational factors
Commitment from the top
Clear identification of roles and responsibilities
Effective coordination of health and safety efforts
Analytical approach to identify harm potential through human failure
Procedures for all critical work
Effective monitoring e.g. KPIs
Incident investigation and effective use of information
Adequate resources to ensure best systems and practices to minimise
risks
Effective communication
Organisational factors
Control measures
Good work planning to avoid high work pressure
Adequate safety systems and barriers
Respond quickly to previous incidents
Consultation rather than information
Clear identification of responsibilities
Thorough management training
Create positive health and safety culture
Job factors
Job factors that affect health and safety behaviour:
Task conducted by individuals
Effects of the workload
The work environment
Design and maintenance of equipment and procedures
Job factors
Ways to manage job factors
Identify critical tasks
Design of procedures
Application of ergonomics
Provision and maintenance of tools and equipment
Scheduling of work patterns to reduce stress and fatigue e.g. shift
work, workload
Provision of effective communication
Suitable positioning and labelling of control devices
Prevention of disruption
Proper lighting, workspace, noise reduction and thermal conditions
Job factors
Control measures
Correct ergonomic design of tools and equipment
Prevent disturbances and interruptions
Provide clear instructions
Maintain equipment to a suitable standard
Minimise exposure to unpleasant working conditions
Individual factors
Typical life experiences that influence individual’s mental
characteristics:
Experiences in the womb
Birth trauma
Family influences
Geographical location
Pre-education influences
Education - opportunities, quality, support
Occupational factors - training and retraining
Individual pastimes and interests
Own family influences - marriage, children
Aging
Individual factors
Summary of individual differences:
Physical Mental
Gender Attitude
Physical Built Motivation
Health Perception
Capability Capability
Individual factors
Control measures
Increase skill and competence level
Select staff according to their capabilities – mentally and physically
Provide health surveillance wherever necessary
Job rotation to prevent boredom
The significance of individual factors
Thorough task analysis – enables a detailed job
description to be generated followed by a
specification of the required human factors leading to
personnel selection
Training – produces a competent worker
Monitoring of personal performance – done for all
work practices through direct supervision and carried
out by all of the management team
The significance of individual factors
Fitness for work and health surveillance – certain jobs
may require specified medical standards and health
surveillance as related to the job’s functional
requirements or impact of specified conditions on the
ability to perform it safely and adequately
Review of health on return to work from sickness
absence – recognition of the purpose of counselling and
the provision of advice during periods of individual need
Individual factors
Ways to manage individual factors
Written job and person specifications. Consider, age, physique, aptitude,
personality, knowledge, skills, qualifications, experience
Use ergonomic principles- matching job to individual. Consider those with
special needs
Match the aptitudes and skills of the individual to the job requirement
Implement effective training system
Monitor individual performance
Pre-employment and periodic health surveillance
Provide counselling and support for ill-health or stress
Review individual factors affecting an individual after periods of absence
Individual factors
Personality: a set of mental characteristics e.g. thought
patterns, feelings, behaviours) that influence an individual’s
values, attitudes, information processing including perception,
emotions and motivations in situations
Aptitude: a tendency to be good at certain things. This is closely
linked with personality and can be developed over time as a skill
but is more likely to be part of the person’s characteristics. This
is a factor that can be considered when placing people in
particular jobs.
Individual factors
Attitude: the tendency to respond in a particular way to
a situation. These are another set of factors in which
individuals differ and are not directly observable and can
only be assessed by observing behavioural expression.
Motivation: the driving force behind a person actions in
order to achieve a goal. Includes money, social belonging
and acceptance by one’s peers.
Motivation - Maslow’s hierarchy of needs
Source: Maslow
Motivation
Actions to influence motivation include:
Developing a positive reward structure
Monitoring health and safety performance
Improving worker’s knowledge of the consequences of not
working safely
Showing organisation’s commitment to safety
Involving workers in health and safety decisions
Recognising a reward system
Motivation
Actions to influence motivation include:
Establishment of a positive health and safety culture where
risk is frowned upon
Setting realistic objectives with regard to accident rates
Involvement in health and safety policy setting
Clarification of responsibilities
Perception of risk
Perception-The way that a person views a situation
Source: Ambiguous
Perception of risk
Model of perception
Source: ACT
83
Perception of risk
Factors that influence the effectiveness:
Boring, repetitive job
Warnings may not be strong enough
Inappropriate or unsafe patterns of behaviour carried from
one situation to another
Individuals ‘get used’ to a stimulus and then ceases to
command their attention
Intense concentration on one task and not paying attention to
another stimulus
Hazards may be hidden or not obvious
Presence of hazards may be masked by environmental issues
Perception of risk
Actions that influence perception might include:
Making information and preferred behaviours more obvious
Provide information, instruction and training to influence
individual’s interpretation of what is perceived
Provide experience to re-inforce e.g. drills or simulations
Human errors and violations
Human error as a cause of accidents
Over about 80% of accidents can be attributed to the
actions or omissions of people at least in part.
These are blamed on the individuals who are directly
involved in operational or maintenance work and this is a
short-sighted response as it ignores the fundamental
failures (rooted in organisation’s management and
decision making)
Human failures flow chart
Slips of Action
Skill Based
Errors
Lapse of
Memory
Errors
Rule Based
Mistakes
Mistakes
Human Failure Knowledge
Based
Mistakes
Routine
Violations
Situational
87
Exceptional Source: HSG48
Human errors and violations
Errors – an unintended action or decision which involved a
deviation from an accepted standard and led to an undesirable
outcome
Three categories:
• Slips – an individual not doing what is suppose to be done
• Lapses – forgetting to something or losing what step one was on
while doing a task
• Mistakes – doing the wrong thing, believing it is right
- Rule-based mistakes
- Knowledge based mistakes
Mistakes
Rule-Based Mistakes: when there is the wrong application of a
rule to a situation.
E.g. using a water fire extinguisher on an electrical fire
Knowledge-Based Mistakes: where insufficient knowledge
about how to perform a task results in the development of an
incorrect solution.
E.g a driver makes a poor judgement when trying to over-take
leaving insufficient room to manoeuvre before oncoming vehicles
Human errors and violations
Actions that influence the reduction of errors:
Reduce work environment factors that lead to increased
errors, e.g poor lighting, vibration, noise
Reduce the effects of extremely demanding tasks
Reduce organization factors, e.g more flexible and less
over demanding work schedules
Reduce individual factors e.g. more training, make
anonymous counselling available
Human errors and violations
Violations – a deliberate deviation from a rule or
procedure
o Routine violations
o Situational violations
o Exceptional violations
Violations
Routine violations – where breaking the health and
safety rules or procedures has become the normal
way of working
e.g. removing the guards from equipment when in use
Situational violations- may occur due to pressure
related to work being done. e.g. extreme weather
conditions, pressure of meeting deadlines
e.g. Signing off work without checking the job was
completed to stand because of being pressed for time
Routine Violations
Actions that minimise the routine violations:
Increase supervision, inspections and monitoring
Identify and remove unnecessary rules
Ensure rules and procedures remain relevant
Improve the design factors that affect the likelihood of
worker not following the rules or procedures
Consultation between management and workers in writing
rules and procedures to increase acceptance
Situational Violations
Actions that minimise the situational violations:
Provide the correct equipment
Improve the working environment
Provide adequate supervision
Improve job design and planning
Improve health and safety culture
Violations
Exceptional Violations- this occurs when something
has gone wrong and a decisions is made to solve
the problem in a way that involves breaking of a
rule and taking a risk
e.g a nurse may try to lift a person because they fell
out of bed, but this usually require more than one
person
Exceptional Violations
Actions that minimise the exceptional violations:
Identify the possibility of violations in work activities as part of the
risk assessment
Planning for exceptional situations
Reducing the time pressure on managers and workers to act quickly
in exceptional situations
Providing health and safety procedures fro exceptional situations
Providing more training for abnormal and emergency situations
